HANDBOOK

ON
PRODUCTION
EFFldldHSII
FOR MSME
I m p l e m e n t a t i o n of P r o d u c t i o n
T e c h n i q u e s for p r o d u c t i v i t y ,
Q u a l i t y a n d Cost R e d u c t i o n .
T e c h n i q u e s of IE (Works Study),
L e a n & Six-sigma,

Dilip Kumar
Gayen
 HANDBOOK
ON PRODUCTION EFFICIENCY FOR MSME
Implementation the production techniques for productivity, quality and cost optimization

Techniques of Industrial Engineering (Works Study), Lean & Six-sigma, TQM & TPM,
Layout, Control and monitoring, Innovations for Making a Smart Factory

This book is written for the benefit of MSME organizations, their stakeholders, production managers,
supervisors and for the persons of Mechanical Engineering qualified to comprehend about the efficient
production techniques to enhance their competency. Various production tools and techniques are defined for
optimum utilization of resources, low cost production with quality. Implementation steps are incorporated with
the principles of each production techniques and balancing of technology & techniques for resource
optimization. Major proposed techniques on productivity and efficiency are on Industrial engineering techniques
through work study for developing production norms, Lean manufacturing for wastage reduction, Total quality
for quality culture, Six-sigma for business excellence, Total productive maintenance for plant efficiency and
Innovation for application of human intelligence. Application of these techniques will enable the factory to take
robust steps towards making smart manufacturing by transforming the production system from traditional to
world class, for global presence through market driven, customer-oriented quality, cost and delivery.

DILIP KUMAR GAYEN

MBA, PGDPM, ME, IE Research Scholar, SSBB, Lean Six-Sigma, TQM & TPM (APO –
Asian Productivity Organization, Japan), Lean I 4.0 (APO), Data Analytics, SME
Innovation & Smart Production (APO), ZED Trainer, Lead Auditor QMS

Expert in management & production techniques, Productivity, Quality, Lean I 4.0, Six-
Sigma, BPR & BPM, ZED, Business Solution, Performance Measurement, TQM, TPM,
Works Study for Production & Manpower Norms, Design Incentive Schemes, Process Re-
engineering, HRM – Org. Restructuring, Manpower Assessment & Utilization,
PCMM, HRD – TNS&TNI, Training, Manpower Optimization & Planning, Cluster
Development, Safety, Organization Innovation, Grading of Educational Institutes, Socio-
economic Impact Study & Survey and Project E&M
 This Book is Dedicated
to
My Mentor Daishaku Ikeda
An Educator, Peace Propagator and Social Reformist

*
He said in daily guidance May 30 th, “Adversity makes the man. Indeed, adversity is severe, father-
like teacher for your self-perfection. Only when you put yourself in a position from which you
can never retreat even a single step, can you display your hidden capabilities”.
 ACKNOWLEDGEMENT
This book is designed as per the various country’s requirement for efficient production sectors for global presence, and also to accomplish
India’s Prime Minister’s vision to make capable manufacturing industries through his ‘Make in India’ movement. This vision is universally
applicable for all countries.

I hereby acknowledge my appreciation to Mr. S K. Bose (Ex-DGM, NTPC), Dr. P C. Basak (PhD IITC, Ex-Prof. of IGNOU & Murthal Engineering
College), Mr. Avik Mitra (Ex-Advisor of Quality Council of India), Late Dr. S. N. Nandi (PhD IITD, Ex-DDG of NPC), Dr. Sujan Chakraborty, Ex-
member of Parliament in India and Mrs. Soma Datta, my wife, for their support in knowledge and encouragement during my struggling period.

I am grateful to all experts, who have enriched my knowledge through various sources of information, suggestions, lectures, web publications,
books, articles, personal guidance & suggestions. My heartfelt appreciation to all my BSG members who always support me through their prayers.

I also thankful to my associates, who were engaged in various studies, assignments, and projects, particularly Laxminaran, Kamlesh, Ashutosh,
Mridul, Deepak, Dibas, Soumen, Abhishake, Ajay, Amit, and Chandan and others.

The organizations, where I am associated for various assignments, particularly Asian Productivity Organization, Japan; Quality council of India,
National Productivity Council of India, CDC and NABARD Consultancy Services.

Obliged to the Organizations where various studies are conducted:

Titan/ Tanishq, TISCO, XLRI, Paradwip Port Trust, Century Pulp and Paper, Britannia Limited, NTC (National Textile Corporation, India), NENPL
(ITC) Plant, NABCONS (NABARD Consultancy organization), NHSRC (National High-Speed Railway Corporation), Times of India Group,
National Productivity Council, Ministry of Social Justice and Empowerment, Govt. of India, DIPP (Department of Policy and Promotion),
ALIMCO, TVS RIM Factory, PASS PASS, MM Aqua, Small Farmers Agriculture Consortium (SFAC), Ministry of agriculture, Tarun Thrillini Pvt.
Ltd., DS Catch Spiceco Ltd., TEGA SEZ, ATMA Scheme for State of Punjab, Wood and Furniture Custer, Indian Leather Development Program
(ILDP), ITPO (Indian Trade Promotion Organization), BADP (Boarder Areas Development Projects), CECO Bridge Bearing, DS Milk Plant Ltd.,
TVS Group Industry, SRF, Gwalior, NBCFDC scheme, Central Forensic Lab under CBI, Ministry of Home Affairs, Mother Diary – MDFPL, Delhi
Productivity Council, Automotive Cluster, Jamshedpur, 11 units Ancillary of Tata Motors, Engineering Cluster, Meerut, 9 units Cluster, NGP
Project, Hindustan National Glass Limited, CAPART, Consultancy Development Centre of India, Somany Ceramics Ltd., State Bank of India,
School of Open Learning, University of Delhi, DTE, Haryana, Grading of the Educational Institutes, Min. of Food Processing, ACE Refractory/
Caldridge Ltd., BHEL of India, United Nation Centre Trade and Development (UNCTD), AHVY and DC Handicraft, IRCON, UPICO, SKH
Metals, a Maruti JV, Tehri Hydroelectric Power Corporation – THDC, IWAI, Ministry of Internal Surface Transport, Govt. of India, PTCOL Project,
National Power Training Institute of India- NPTI, New Delhi Power Ltd. – NDPL, EDI, HP PWD, SIDBI, ILFS, RSPL, JPS Consultants Ltd., DFID,
World Bank project, IDB – Islamic Development Bank; UAE, Sha Yang Ye Industrial Co. Ltd.; Taiwan, ATMA Champ Ent. Corp.; Taiwan and Fiji
Electricity Authority.

Gratified to the Training Institutes where I participated:

Asian Productivity Organization (APO), Japan, Council, Quality Council of India, National Productivity Council, AIG Noida, PPDC Agra and CPC,
Taiwan.

Copy right Diary Number of this Book: 7550/2020-CO/L

 PREFACE

About this Book

The urgency and necessity of this book is to elevate the manufacturing industries to be globally competitive in
the current pandemic situation by increasing productivity and efficiency, to enable the organizations to progress
towards more efficiency which is essential for the finest products with competitive cost and satisfied customer.

Requirement for making an efficient plant is to optimize the utilization of resources, emphasizing on
productivity and capacity, unsurpassed quality, on time delivery, competitive price and engagement the
employees with their commitment. Prepare the plant with the culture of innovation, digitalize the data,
effectively set up the workplace, improve in machine performance and make efficient production lines with less
processing times, to make it competitive.

This book covers the most used techniques as well as next generation technical tools, recommended on training
& learning, skills & competency and other areas, aiming at the optimum utilization of existing technological
capacity with techniques at the factory’s respective workplaces.

The defined techniques will support to overcome the industry challenges, both in the form of internal efficiency
and external difficulties to create the opportunity of more business and make the method to compete in the
global market. Today, all industries drive for customers, new business generation, market penetration and for
sustainable growth; which could be achieved through the establishment of efficient production system and
providing best price to customers with quality. The coverage of the primary and important techniques of
improvements in this book are;

1. Method of improvement to enhance the plant performance

2. Establish an innovative culture with human effort
3. Develop the supervisory and managerial skills
4. Unit-based effective planning for improvement
5. Establish the controlling and monitoring system with the design of MIS for the plant
6. Journey from traditional plant to smart factory to smart manufacturing plant
7. Quality culture of the organization for employee, customers and business
8. Reduction on wastages and develop the value-based actions
9. Connect the plant with customers’ specification at any time with flexibility.

Persons who are working in the same industry or in same factory for a long time for producing specific products
and for a cluster of customers, are experienced and competent in the preparation of production plan and material
utilization. This handbook will also assist them to be more competent for setting up a world class and efficient
plant. They will be capable to design machines, develop skills, lean the inefficiencies and also to implement the
productive maintenance.

The purpose of this writing, is to fulfill the expectations of an entrepreneur to find the method on which the
people and organization be capable to improve performance, plan to promote quality, create opportunity to
deliver the best to their customers and for adding values in their business.

There are total sixteen chapters in this book, which seems to be bit lengthy, but in present context it is imperative
that, all industries are technically progressed and implemented the higher of level production techniques and
improved technologies through semi or full automation. So, keeping in mind the technological ranges, financial
scale of industries and importantly type of country it is operating, the attempt is to cover as many industries as
possible, and as per the countries’ technological level.
Several technical tools are systematically described through basic concepts, principles, methods and their steps
of implementation, so that, one can read systematically to comprehend how it could be applicable in their
respective workplace. The chapters and contents are made on the basis of preliminary requirements of the
industries for evolving them at the higher-level technical advancement.

At the end of each chapter, questions are enclosed for reader’s self-analysis, review, re-learning and for better
understanding. SME corner is also stated to highlight the excerpts of the chapter for SME representatives aiming
at revision, application and understanding the core applicable areas of the techniques described in that chapter.
The terminology used as manufacturing or production repeatedly in various techniques, but the perception is
that, these techniques are covered for both the manufacturing and production units.

The effective decision, training on techniques and passion in learning are essential for intrusion of any
technique. So, industry should plan on extensive on-site technical training for implementation and make
arrangements for handholding the entire manpower of the factory through the internal or external experts in shop
floor & production.

The writing covers in the expanses of capacity, innovation, supervision and managerial skill, Lean
manufacturing, Total quality management, Total productive maintenance, Six-sigma techniques, Cellular
manufacturing, Process reengineering, Smart factory and How to start the improvement journey.

Any factory intending to implement these techniques prudently and diligently, can reduce 5 to 30% of its
operating cost and can become capable to penetrate strongly in their country’s market and thereafter globally.

Dilip Kumar Gayen

 Contents
Page
Sr. No. Areas
No.
Acknowledgement 3
Preface 4
A About the Manufacturing 19
B About MSME 21
C About Efficiency 22
1 CHAPTER – I 25 - 34
INTRODUCTION
1.1 About Manufacturing techniques 26
1.2 Principles of Efficient Manufacturing 26
1.3 Types of Manufacturing 27
1.4 About workplace and shop floor 27
1.5 About Techniques of Manufacturing efficiency 28
1.6 Challenges of Business in manufacturing Industry 28
1.7 Gap and challenges of SME sectors 31

2 CHAPTER – II 34 - 48
About the Developed Model for Improvement and efficiency
2.1 Coverage and specialty of this MSME improvement Model 35
2.2 Basic Features of This Model 35
2.3 Technical coverage this model for MSME 38
2.4 About Customer 40
2.5 Strategy of Marketing for Customers 40
2.6 Preference of an customers 41
2.7 Internal strategy on the products and services 41
2.8 Capacity Improvement for Efficiency 42
Capacity Improvement
2.9 Process of Improvement in Capacity 42
2.10 Capacity Improvement Flow Chart 43
2.11 Optimum Utilization of Resources: Definition of resources 43
2.12 Combination of Technology and Techniques in the manufacturing Industry 44
2.13 Manufacturing throughput 45
2.14 Calculation of throughput 45
2.15 6 Effective Ways to Improve Manufacturing Throughput 45
2.16 Theory of Constraints in Industry 45
3 CHAPTER - III 48 - 73
Existing Plant & Process Study
3.1 Introduction 49
3.2 Principles of an efficient Plant 49
3.3 Study on existing plant & processes 50
3.4 Planning and Establishment of Data collection points 51
3.5 Major Types of Documents and Purpose of Collection 52
3.6 Standard contents of a format, documents and MIS 54
3.7 Format of Plant Self Audit and Assessment 63
3.8 Plant overall monitoring MIS 70
CHAPTER - IV 73 –
4
Techniques of Productivity Improvement 110
4.1 Introduction 74
4.2 Approaches of Productivity Measurement 75
Major Available Techniques for Productivity & performance Enhancement
4.3 75
and their Applicability
4.4 Productivity Inducing Factors 77
4.5 Purpose of productivity: Productivity improves standard of living 77
4.6 Factors tending to reduce productivity 79
4.7 Ineffective time due to management 79
4.8 Ineffective time within the control of worker 80
4.9 Principles for Improving Productivity at Work 80
4.10 Measurement of Productivity 80
4.11 Fixation and Standardization of the Times of Operations and Processing 81
4.12 Recoding and Monitoring / Follow Up Procedures 83
 Page
Sr. No. Areas
No.
4.13 WORK STUDY 84
4.14 Process for Time Stud y and Man p ower Norms 84
4.15 Advantag es of Work Stud y 85
4.16 Princip les of WS 85
4.17 METHOD STUDY 85
4.18 Ob jectives of Method Stud y 86
4.19 Sco p e of Method Stud y 86
4.20 Motion stud y 86
4.21 Princip le of Motion stud y 86
4.22 Procedures involved in Methods Stud y 86
4.23 Selection of the Job in Method Stud y 87
4.24 Factors in the method stud y for selection of jobs 87
4.25 Recordin g , examine and Develo p Techniq ues under Method Stud y 88
4.26 Most commonly used chart and diag rams in Methods Stud y 88
4.27 Macro motion charts 89
4.28 Micro Motion Definition, Purp ose and Advantag es 90
4.29 Strin g diag ram 92
4.30 WORK MEASUREMENT 93
4.31 Predetermined motion time stud y (PMTS) 94
4.32 Stud y of Time, Recodin g and Stud y Sheet 96
4.33 Standard ratin g and Performance 96
4.34 Allowances 97
4.35 Industry use of time stud y 100
How the time study with derived standard time enhanced the manpower
4.36 104
utilization and saved the man p ower
Modern techniques of productivity improvement using Industry 4.0
4.37 105
techniq ues
4.38 Develo p ment in Manufacturin g Technolo gy 108

CHAPTER - V 111 –
5
Creativity and Innovation for SMEs 120
5.1 Introduction 112
5.2 About Innovation 1132
5.3 Pro g ress of Innovation 112
5.4 Imp ortance of Innovation 113
5.5 Princip les of Innovation 113
5.6 5 p rincip les of Rosenfeld, g ive life to the p rocess 114
5.7 Imp ortant asp ects of creativity and motivation 114
5.8 App roaches of Innovation 115
5.9 Innovation Process 116
5.10 Corp orate Innovation Strategy 117
Steps of creating Innovation Culture: Steps of Innovation Culture in an
5.11 117
Org anization
5.12 Comp arison of Kaizen and Innovation 119

CHAPTER - VI 121 –
6
Mana g erial and Supervision Skills 134
6.1 Introduction 122
6.2 How Manag ers and su p ervisors help the Org anization most 122
6.3 Functions of Manag er and su p ervisor 123
6.4 Role of Manag ers and su p ervisors 123
6.5 Skills and Comp etency Req uired Manag ers and su p ervisors 123
6.6 Basic work / job p ortfolio of M & S – Technical 125
6.7 Critical factors of the activities / work / jobs 125
6.8 Manag er’s and su p ervisor’s success acumen 125
6.9 Ethics, discip line and Integ rity in workin g 126
6.10 Samp le Roles of a Su p ervisors and manag ers 126
6.11 Process of definin g daily workin g areas of the staffs 127
6.12 Job Evaluation: Listin g and analy sis of Daily Activities 128
6.13 Develo p multi-skill amon g the workmen 129

Chapter - VII 135 –

7
Lean Manufacturing 243
 Page
Sr. No. Areas
No.
7.1 Introduction: Lean Manufacturin g 136
7.2 Typ es of waste in the org anization 137
7.3 Technical tools of lean manufacturin g 137
7.4 Sco p es Included in the Lean techniq ues 138
7.5 Focus on Wastag e 138
7.6 Six Princip les of Lean Manufacturin g 141
7.7 Concep t of various Times in the p lant to Lean 142
7.8 Short descrip tion of lean techniq ues 143
7.9 Lean p rofit in an org anization 147
7.10 Process of Lean Imp lementation 148
7.11 Case Stud y : Lean Imp lementation 149
7.12 Pro ject Charter for Manag ement on Lean Imp lementation 166
7.13 Lean and Imp rovement Monitorin g 167
7.14 Inventory Assessment: Self-Assessment Sheet 172
7.15 Lean Phase-wise and Milestone based Rep ort Prep aration 179

7.16 Concept of 5S 181

7.16.1 Work p lace imp rovement throu g h 5 S 181
7.16.2 Benefits of 5S 181
7.16.3 Step s of 5S Imp lementation 182
7.16.4 Imp lementation of 5S 190
7.16.5 Globally used of 5S Formats 191
7.16.6 Office 5S 203

7.17 Kaizen for Ra pid Im provement 208

7.17.1 Introduction: What is Kaizen, Fundamentals of Imp rovements 208
7.17.2 Elements of Kaizen 209
7.17.3 4 main kaizen p rincip les 209
7.17.4 The 4 Typ es of Kaizen 209
7.17.5 Kaizen rules 210
7.17.6 Kaizen App roach 211
7.17.7 Kaizen for Loss Reduction 211
7.17.8 Kaizen Policy 212
7.17.9 Most used in Kaizen Tools 212
7.17.10 Yamazumi Workload Charts 212
7.17.11 Kobetsu-Kaizen 214
7.17.12 Dandori Kaizen 216
7.17.13 Genba Kaizen 217
7.17.14 Kaizen Summary and follow u p Sheet 221
7.18 SINGLE-MINUTE EXCHANGE OF DIES 225
7.18.1 Basics of SMED 225
7.18.2 Internal and External Set-u p times 225
7.18.3 Step s of SMED 226
7.18.4 Acceleration of the Pro g ress 229
7.18.5 Genba SMED, Pro ject Name: Die Chan g eover 230
7.19 POKA-YOKE 235
7.19.1 Common Causes of variation and defects 235
7.19.2 Ten Typ es of Human Mistakes 236
7.19.3 Poka-y oke, a Sy stems g overned p rocess 236
7.19.4 Some common device used in p oka-y oke sy stems 237
7.19.5 Typ es of Poka-Yokes 237
7.19.6 Barriers to Imp lementation and Recommendations of Poka Yoke 239
7.19.7 Poka Yoke case stud y 241
Chapter - VIII 244 –
8
QUALITY AND TOTAL QUALITY MANAGEMENT 268
8.1 Introduction: Intrinsic meanin g of Quality 245
8.2 Imp ortance of the Quality 246
8.4 Dimensions of Quality 246
8.5 Industry p ersp ective Quality Means 246
8.6 Typ es of Quality 246
8.7 About Defects and defectives 248
8.8 Typ es of defects as p er recovery and use 248
8.9 Unit of Defect Measurement 249
 Page
Sr. No. Areas
No.
8.10 Techniq ues to Imp rove Quality 250
8.11 Quality Circle 250
8.12 7 QC Tools 252

8.14 Total Quality Mana g ement 258

8.14.1 About TQM 259
8.14.2 Essential Role of TQM in an Org anization 259
8.14.3 Princip les of TQM 261
8.14.4 TQM Initiates in an Org anization 262
8.14.5 Reflect the Quality in each activity , decision and p lannin g 262
8.14.6 Re-structure for makin g more Efficient Org anization 263
8.14.7 Benefits of TQM 263
8.14.8 Various Asp ects of Totality in an org anization 264
8.14.9 Process of TQM imp lementation 264
8.14.10 TQM Imp lementation Methodolo gy 265
8.14.11 Quality Tools / Techniq ues to be used in TQM 267
8.14.12 Possible Deliverables of TQM 267

Chapter - IX 269 –
9
Total Productive Maintenance 333
9.1 Introduction 270
9.2 TPM – History 270
9.3 Purpose and scope of TPM 270
9.4 Basic Maintenance p ractices and TPM Techniq ues 272
9.5 Sy stem Reliability 273
9.6 About Failures 275
9.7 About losses, 16 major losses in the Plant 276
9.8 Basic Maintenance p rocess and p ractices in the Plant 279
9.9 12 Step s of TPM imp lementation in an org anization 280
Improving Administrative Efficiency through Makigami (Paper Roll)
9.10 308
Analy sis
9.11 Basic activities of the Maintenance Dep artment 311
9.12 Maintenance Worksho p 312
9.13 Case Stud y : Reduction in Breakdown Time 313
9.14 Industry TPM Stud y 316
9.15 About EPN analy sis 318
9.16 Daily CLIT (Cleanin g , Lubrication, Insp ection and Tig htenin g Sheet) 318
9.17 About Fu g uai 330

Chapter - X 334 –
10
Concept of Six Sig ma 360
10.1 Introduction 335
10.2 Meanin g and sy mbol of “Sig ma” and Z 336
10.3 Six sig ma Techniq ues, sy stem and manag erial app roach 337
10.4 Kano Model 339
10.5 Lean Six Sig ma Princip les 339
10.6 Six-Sig ma Imp lementation Phases 343
10.7 Define 343
10.8 Measure 344
10.9 Some Statistical Analy sis in Measurement 349
10.10 Analy sis 353
10.11 Imp rovement 355
10.12 Control 356
10.13 Failure Mode Effect Analy sis (FMEA) 358
10.14 Quality Function Dep lo y ment (QFD) 359
CHAPTER - XI 361 –
11
Desig n of Ex periments (DOE), Ta g uchi Method and Research 377
11.1 Introduction: Desig n of Ex p eriments (DOE) 362
11.2 History of Desig n of ex p eriments 362
11.3 Basic p rincip le of Desig n of Ex p eriments 365
11.4 Classification of factors as p er Tag uchi 366
11.5 Dr. Genichi Tag uchi Method 369
11.6 The Taguchi Definition of Quality 369
 Page
Sr. No. Areas
No.
11.7 TAGUCHI PROCESS 369
11.8 Nonex p erimental Research Desig ns and Survey Research 374
11.9 Characteristics of g ood Survey Research 375
Chapter - XII 378 –
12
Control and Monitoring and Training and Skills 395
12.1 About Control and Monitorin g 379
12.2 Samp le Plant Performance Parameters 381

TRAINING AND DEVELOPMENT 391

Desig n and org anize the Training in an Org anization
12.3 Desig n and org anize the Trainin g in an Org anization 391
12.4 Purp ose of Trainin g 391
12.5 Princip les of Trainin g in an org anization 391
12.6 The imp ortant typ es of trainin g org anized in the industries 392
12.7 Process of Trainin g Pro g ram 392
12.8 Process of Selection the Trainin g p ro g ram 392
12.9 Few trainin g p ro g rams for the internal man p ower and imp rovement teams 393

Chapter - XIII 396 –

13
Sho p Floor Desig n, Cellular Manufacturing 425
13.1 Introduction 397
13.2 Sho p Floor and Lay out 397
13.3 Concep t of Cellular Lay out 400
13.4 Benefits of cellular manufacturin g 401
13.5 The imp act of cellular manufacturin g on workers 402
13.6 Case stud y of Lay out desig n in an En g ineerin g Industry 406

Chapter - XIV 426 –

14
Process Reeng ineering 449
14.1 Process reen g ineerin g for efficient business and p lant manag ement 427
14.2 7 Enablers of BPM 428
14.3 Process Mapp in g 429
14.4 Process Time 429
14.5 About p rocess comp liance and comp etency 429
14.6 Reen g ineerin g throu g h techniq ues and technolo gy 429
14.7 Process reen g ineerin g throu g h techniq ues 429
14.8 Process Reen g ineerin g throu g h Industry 4.0 430
14.9 Process reen g ineerin g for better p ublic services and country develo p ment 432
14.10 Imp lementation in manufacturin g industry , Process Reen g ineerin g 432
14.11 Case Stud y : Reen g ineerin g in SME, Mannual Op erations b y Artisans 433
14.12 Case Stud y 2: Short Descrip tion of the Pro ject 442

Chapter - XV 450 –
15
Modern Production Techniques: Industry 4.0 465
15.1 About Smart Factory 451
15.2 Contents of Smart Factory 451
15.3 Techniq ues and Technolo gy of Smart Factory 451
Imperatives of On-Line Quality and Productivity in Smart Factory, Making
15.4 453
Dig ital Thread
15.5 SF Imp lementation within a Plant 454
15.6 Industry 4.0 Readiness Check Points 457
15. 7 Benefits of smart factory and Industry 4.0 464
Chapter – XVI 466 –
16
Im plementation Journey 473
16.1 Manufacturin g Industry Efficiency Imp rovement Imp lementation Pro ject 467
16.2 Knowled g e and understandin g 467
16.3 Direction towards Manufacturin g Efficiency 467
16.4 Nine way s to increase p roductivity in the manufacturin g facilities 468
16.5 Typ es of Imp rovements envisag ed in the Industry 468
16.6 Sources of Imp rovements in manufacturin g industry 468
16.7 Necessary Technicalities for a Factory 469
16.8 Intrinsic p roblems of the Plant and industry on efficiency 469
16.9 Plannin g and direction towards efficiency 470
16.10 Efficiency measurement Scorecard 473
 Page
Sr. No. Areas
No.
Annexure
Annexure – I: Case Studies on Time Measurement 475
Annexure – II: Recommendation is supported by Time Study Summary
478
sheet details (as p er the WS Norms)
Annexure – III: Kaizen Su gg estion Sheet 480
Annexure – IV: Line Balancin g Samp les 482
Annexure – V: Process Flow: SIPOC 483
Annexure – VI: Samp le Road Map of the IE and Lean stud y 485
Annexure – VII: Time Study sheet for Measuring the Standard Time from 486
Workstation Observed Time
Bibliography and sources: 487
Figure and Charts
Page
Sr. No. Areas
No.
Figure 1 Linkage effect of Manufacturing industry 19
Figure 2 World Bank SME report 21
Figure 3 Importance of Manufacturing sector 26
Figure 4 Progress of Industrial Revolutions 27
Figure 5 Challenges in manufacturing industries 29
Figure 6 Baldrige Criteria for Performance Excellence 30
Figure 7 Technical Coverage of the MSME model 37
Figure 8 Structure of the MSME Improvement Model 38
Figure 9 Implementation process as per the model 39
Figure 10 Customers in Business 40
Figure 11 Approach to customer 41
Figure 12 Processes of improving capacity in the existing set up 42
Techniques of Productivity and Efficiency Improvement in a
Figure 23 42
Manufacturing Unit
Figure 34 Improvement Flow chart 43
Figure 45 Optimum utilization resources 43
Figure 56 Combination of Technology and techniques in industry 44
Figure 17 Existing study for estimation of the plant and processes 49
Figure 18 Types of data in an organization 52
Figure 19 Types of Plant related documents 53
Figure 20 Contents of various MIS 54
Figure 21 Types Data as per the collection of information 54
Figure 22 OEE Data expand and collection 56
Figure 23 Quality related data at various levels 57
Figure 24 Production related data 58
Figure 25 Maintenance related data 59
Figure 26 Approaches towards Productivity 75
Figure 27 Controlling factors of Productivity 77
Figure 28 Total production in any prevailing system 82
Figure 29 Work study Framework 84
Figure 30 Types of Charts and Diagrams in Method study 88
Figure 31 Operation Process Chart, collected 89
Figure 32 Two Handed process chart 90
Figure 33 Workstation Layout 90
Figure 34 Multiple Activity Chart 90
Figure 35 The standard symbols used in representing the 18 therbligs 91
Figure 36 SUMO Chart 91
Figure 37 Random number table 93
Figure 38 Steps in Time Study 94
Figure 39 MTM study movements 95
Figure 40 Time study sheet 96
Figure 41 Time allowance Table 98
Figure 42 Balancing of Mannual and M/c Operations, based on Time study 100
Figure 43 Consolidated Process Flows 102
Figure 44 Country ranking on patent 112
Figure 45 Aspects of creativity and motivation 114
Figure 46 Organization culture in creativity and innovation 115
Figure 47 People process of Innovation 116
Figure 48 Organization Process of Innovation 116
Figure 49 Corporate Innovation Strategy 117
Figure 50 Responsibility of Innovations through Job enrichment 117
Figure 51 Functions of Managers and Supervisors 123
Figure 52 Role of Managers and supervisors 123
Figure 53 Skills and Competency Required Managers and supervisors 124
Figure 54 Basic work / job portfolio of M & S - Technical 125
Figure 55 Critical factors of the activities / work / jobs 125
Figure 56 Job / Activity Analysis 128
Figure 57 Lean Philosophy 136
Figure 58 Applicable Technical Tools in lean manufacturing 137
 Page
Sr. No. Areas
No.
Figure 59 Use of Technical Tools for various Wastage Reduction 138
Figure 60 Sample VSM in Group of Operations 144
Figure 61 Total Value Stream Duration/ Length 144
Figure 62 Planning through PDCA Cycle 147
Figure 63 Define Lean Implementation Project 149
Figure 64 Lean Project for Improvement 150
Figure 65 Lean Project Team members 151
Figure 66 Lean Project Implementation Processes for Lean Teams 151
Figure 67 Procedures followed to conduct the study 156
Figure 68 Horizontal deployment of Lean projects and techniques 165
Figure 69 Benefits of 5S 181
Figure 70 Basic 5S Techniques / Methodologies 182
Figure 71 5S Study and implementation 190
Figure 72 Sensei Masaaki Imai, Founder & Chairman Kaizen Institute 208
Figure 73 Basic Cycle of improvement 208
Figure 74 Kaizen improvement approach 211
Figure 75 PDCA in Kaizen Biltz 211
Figure 76 Window of Yamazumi chart 212
Figure 77 Improvement towards Zero Changeover 216
Figure 78 Acceleration of the Progress 229
Figure 79 Dimensions of Quality 246
Figure 80 Types of Quality 247
Figure 81 Progress of the quality to total quality 247
Figure 82 Cost of quality 248
Figure 83 Management of system quality 249
Figure 84 Quality elevation in the plant 250
Figure 85 Division of 7QC Tools 252
Figure 86 Sample Process Flow Chart 253
Figure 87 Histogram 254
Figure 88 Example of scatter diagram 257
Figure 89 TQM Essential Role in Organization 260
Figure 90 Re-structure for making more Efficient Organization 263
Figure 91 Principles of TQM 264
Figure 92 Flow of TQM 265
Figure 93 Structure of TQM Implementation 266
Figure 94 History of Planned maintenance 271
Figure 95 Categorization of Maintenance 273
Figure 96 Plant TPM 273
Figure 97 Categorization of 16 Major Losses 276
Figure 98 TPM Pillar subcommittee 281
Figure 99 Need of TPM 282
Figure 100 Pillars of TPM 285
Figure 101 Pillars of TPM Implementation 285
Figure 102 Makigami Analysis on 7 Big Administrative Losses 308
Figure 103 Basic Activities of the Maintenance Section 311
Figure 104 Phases and purpose of Six-sigma 337
Figure 105 Six-sigma contents and methodologies 338
Figure 106 Kano Analysis (collected) 330
Figure 107 Activities in Define Stage 343
Figure 108 Activities in the Measure Phase 344
Figure 109 Process of Error and Measurement of Variation 347
Figure 110 Types of Errors 347
Figure 111 Basic Hypothesis Tests in Analyse Phase 353
Figure 112 Process in Improve Stage 355
Figure 113 Techniques of Control 356
Figure 114 Terminology, Test group in Testing 363
Figure 115 Randomized complete block design 366
Figure 116 Taguchi Process 1 369
Figure 117 Performance Measurement areas 380
Figure 118 Training Need Assessment 391
Figure 119 Training Process Cycle 392
Figure 120 Sample Training Matrix 393
 Page
Sr. No. Areas
No.
Figure 121 Types of layouts 398
Figure 122 Considering Factors for Layout Design 413
Figure 123 Plant New Layout after IE Study 424
Figure 124 Basics about Processes 428
Figure 125 7 enablers of BPM 428
Figure 126 Process Competency 429
Figure 127 Process Change and Improvement Methods 430
Figure 128 Standard Business Process in an organization 431
Figure 129 Standard Manufacturing Functional aspects 432
Figure 130 Process of reengineering for SMEs 433
Figure 131 Improvement under Reengineering study 435
Figure 132 Single Piece Production Flow 439
Figure 133 Contents of Smart Manufacturing 451
Factors of Smart Manufacturing, source - Asian Productivity
Figure 134 451
Organization, Japan
Figure 135 Dimensions of Smart Factory 452
Figure 136 Techniques of Smart Factory 453
Figure 137 Aspects of Lean Smart Plant for Efficiency and Effectiveness 454
Identifications of the primary activities and business functions that
Figure 138 empowers through Industry 4.0 technologies (source: Industry 4.0 455
by CGI Manufacturing)
Figure 139 Types of improvement in manufacturing industry 468
Figure 140 Levels of Manufacturing and production techniques 469
Figure 141 Types of Planning 470
Tables
Page
Sr. No. Areas
No.
Table No. 1 Application of Technology in the Developing Countries 44
Table No. 2 Application of Technology Trend in the Developed Countries 44
Table No. 3 Various types of data and its importance 50
Table No. 4 Department-wise controlled documents 55
Table No. 5 OEE Covers the Following Departments 56
Table No. 6 Sample Department-Wise Controlled Documents/ Formats / MIS 56
Table No. 7 Quality Data 57
Table No. 8 Levels and areas to be covered in Formats/ Documents 57
Table No. 9 Production data 58
Table No. Machine Records Documentations
59
10
Table No. Documents verification Table
60
11
Table No. Department-wise controlled documents/ formats / MIS/ Planning
60
12
Table No. Machine Trail Report Table
61
13
Table No. Departmental Achievement
61
14
Table No. Source of Data for the following Reports
62
15
Table No. Assess status and level of the Unit
63
16
Table No. Self-Assessment Sheet
64
17
Table No. Sample Plant Monthly Assessment MIS
70
18
Table No. Sample Monitoring MIS, One of the Plant’s Overall Resource
71
19 Utilization and Production
Table No. Techniques / Implementation Studies
75
20
Table No. Measurement of Productivity
80
21
Table No. Basic Work Contents / Operations
82
22
Table No. Time study sheet
97
23
Table No. Balancing of Operations
101
23A
Table No. Manpower Utilization Analysis Sheet, through Time Study
104
23B
Table No. Innovation Competencies and Origination Initiatives
116
24
Table No. Comparison of Kaizen and Innovation
119
25
Table No. Types of Work at the floor and Engagement
126
26
Table No. To Make Woking Norms / Activity Norms by the Departments
127
27
Table No. Process of assessing the jobs for developing the norms by dept.
127
28 head and group head
Table No. Listing and analysis of Daily Activities
128
29
Table No. Sample of revising the activities of packing operators
128
30
Table No. Skills evaluation sheet as per existing jobs
130
31
Table No. Basic job evaluation sheet in the factory
131
31A
Table No. Basic job score sheet
132
31B
 Page
Sr. No. Areas
No.
Table No. Lean Manufacturing Tools/ Techniques
137
32
Table No. Data Collection on Rework
152
33
Table No. Action Plan based on R-C Analysis
151
34
Table No. Sample Action Follow up Sheet
158
35
Table No. After implementation data collection Table
161
36
Table No. After Implementation Data collection result
162
37
Table No. Lean Implementation Monitoring sheet
167
38
Table No. Internal Improvement Follow Up and Action Plan on It
169
39
Table No. Inventory Assessment sheet
172
40
Table No. Sample Kaizen follow up Sheet for Lean Manufacturing
173
41 Techniques Implementation
Table No. Job Check list
174
42
Table No. Quality Check Sheet
175
43
Table No. Lean Improvement Action Plan
176
44
Table No. Lean Improvements Result sheet
177
45
Table No. Inventory Causes Check Points
178
46
Table No. Lean Milestone based Planning Report Preparation
179
47
Table No. Lean Planning for application
180
48
Table No. Japanese Corresponding 'S' methodologies
181
49
Table No. 5S Audit sheet of the Shop Floors
191
50
Table No. 5S Daily Check Sheet
193
51
Table No. 5S Assessment (shade boxes to indicate current level)
195
52
Table No. 5S Maturity Level Summary
196
53
Table No. Office 5S Action Plan
197
54
Table No. Red Tag Items Log
197
55
Table No. Manufacturing Area 5S Evaluation Check sheet
199
56
Table No. “S”, Circle the block, describing the area being assessed
202
57
Table No. Describing Office all 5S, Scores
203
58
Table No. Comparison of SMED and TPM
226
59
Table No. Identify Pilot Area and measure the Job
226
60
Table No. Examples of Poka-Yokes, as per expert description
240
61
Table No. Quality Tools invented by quality Gurus
247
62
Table No. Sample Design of Check sheet with Check Points
253
63
Table No. Comparison of TQM and TPM
271
64
 Page
Sr. No. Areas
No.
Table No. Purpose of TPM Implementation
272
65
Table No. Classification of losses
278
66
Table No. Phases of TPM Implementation
280
67
Table No. TPM Master Planning
282
68
Table No. Management of Kaizen Theme
288
69
Table No. Workshop Equipment (plant Repair & Maintenance)
312
69A
Table No. Sample Overall equipment efficiency Measurement Sheet
316
69B
Table No. Daily CLIT (Cleaning, Lubrication, Inspection and Tightening
318
70 Sheet)
Table No. TPM Action Plan
320
71
Table No. Machine maintenance breakdown records
322
72
Table No. Preventive/ Schedule Maintenance
323
73
Table No. Maintenance Workman Skill Sheet
323
74
Table No. Spare Parts Criticality Assessment
325
75
Table No. Spare Parts Criticality Assessment: Sample Zipper M/c
327
76
Table No. List of Critical Electrical Spare
320
77
Table No. FUGUAI CHART
330
78
Table No. Proposed Recording Process of the Workshop Logbook
331
78A
Table No. Daily Machine Check Sheet
332
79

Table No. Trend of Industry on Quality and Six-sigma

336
80
Table No. Tools and techniques in Define Phase
343
81
Table No. Tools and techniques in Measurement phase
344
82
Table No. Tools and techniques in Analyse phase
353
83
Table No. Tools and techniques in Tools in Improve phase
355
84
Table No. Tools and techniques in Tools in Control phase
356
85
Table No. Failure Mode Effect Analysis
358
86
Table No. QFD subject on Improve Low Productivity of XYZ organization
359
87
Table No. Anova Table format
364
87A
Table No. A standard 4x4 Latin square
367
88
Table No. Organization Performance concepts
379
89
Table No. Sample Plant / Production Performance Measurement Parameters
381
90 for Incentive
Table No. How to Calculate Daily Manpower with Production Norms
383
90A
Table No. Weekly Production and Manpower Calculation Table
385
90B
Table No. Sample Plant Assessment and Monitoring Sheet
386
91
 Page
Sr. No. Areas
No.
Table No. Sample daily output sheet with productivity
387
92
Table No. Sample daily work monitoring sheet
388
93
Table No. Sample Section-wise Daily Capacity Monitoring and Analysis
388
94 Sheet
Table No. Sample Manpower Output and Per-day Capacity Analysis
389
95
Table No. Subsystem of CIM in Industry 4.0
427
96
Table No. Industry 4.0 Readiness Check Points, Product and Services
457
97
Table No. Industry 4.0 Readiness Check Points, Manufacturing and
458
98 Operations
Table No. Industry 4.0 Readiness Check Points, Strategy and Organization
460
99
Table No. Industry 4.0 Readiness Check Points, Supply Chain
461
100
Table No. Industry 4.0 Readiness Check Points, Model of Business Planning
462
101
Table No. Industry 4.0 Readiness Check Points, Legal Consideration
463
102
Table No. Efficiency measurement Parameters for making Scorecard
473
103
 A. About the Manufacturing and Production
Manufacturing, as defined in Merriam Webster online dictionary as, “to mark into a product suitable to use”.
Production becoming the core activities of a country after the 1st Industrial revolution in 18th century. Machine
was captivating in place of human effort and craftmanship was becoming the point of focus. From that period
onwards, manufacturing, production and processes were taking burdens replacing from overdependence on
human effort to new techniques in industry, trade and commerce. Better production system becomes more
priorities in developed nations for accumulating more wealth for them. National and international barrier of
trade opened up, better exchange system developed with organized market transactions and innovations taking
up front steps.

In any manufacturing and production system, the heart is their workplace and shop-floor. It is center of creation
of maximum items in the world for human necessities, by the means of utilization of science, technology,
techniques, engineering, innovation, intelligence, research & development and new methods. Modern center of
Trade and commerce also depends on best production system and techniques. One country’s development in 21st
century depends on best production techniques, technology, innovation with competitiveness and efficiency.

An efficient production system, is a method for producing low cost and competitive products for domestic and
international market & for all customers. Almost all country’s maximum contribution of GDP depends on their
manufacturing industries with its’ associated trade and commerce. Production is the core economic activities for
the both developed and developing countries for its’ backward & forward linkages with all other industries. It
contributes a country through money velocity, more boost in trade, infrastructure, people’s standard of living,
foreign investment and country’s brand image & values in international market and economic forum.
Local inputs, resources
like Agri, Artisans,
infrastructure

Engagement of
educated person.
Manufacturi
mg

Country GDP
and
Developmen

Figure 1: Linkage effect of Manufacturing industry

Country’s economy, GDP and earning depends on their best production system. Big economies in Asia, like
Singapore, Japan, south Korea, Taiwan and China have the efficient, qualitative products with competitive price
and production system in automobile, electronics, computer hardware and all other customized goods and
services. They have developed their countries manufacturing policies on the small, medium and large industries
separately aiming at cost, quality, delivery and services.

The fundamentals of efficient production, are the efficient utilization of raw materials or all inputs, technology
with techniques and methods. Various production system has advanced their technologies, many have efficient
methods, many are depending on manual working, space, processing, craftsmanship etc., so, the efficient
production system produced with time optimization, minimum losses, optimizes their utilization of resources
and drive the system as per the customers, market and business.

Production Efficiency (Y) = f (x1 + x2+ x3 + …. + xn)

Y = Output; X are the Factors i.e. all Inputs like Raw Materials, Labour, Energy, Technology, Process, Techniques
etc.

Optimum utilization of each factors is the indicators in the efficient production system. The goal of writing this
book is how to create efficiency through optimum utilization X factors in production.
Manufacturing and production started in the 1ft Industrial Revolution, as a transformation & conversion of raw
materials to finished goods with the human efforts. Now, almost all human necessities are fulfilled by production
processes though new discoveries and innovations and for more customer attraction in organized sector.
Economic development in any country in the world depends on the best production system for increasing the
trade volume with effective business processes, creating the technical and technology prospects, new dimension
of research & development and employment patterns.

The trends from 1st Industrial Revolution to modern production, classified into Four Industrial Revolutions,
Industry 1.0 to 4.0. It evolves as per the process, techniques and technology of production. These natural trends
of improvements occur due to improvement in challenges on productivity, quality and technology.

It is a vision to fulfill the target for better production in creation and satisfaction of the expectations of its users
and customers, to comply the demand of their citizens, families, society, countries and throughout the globe.
Modern civilization depends on the best adopted production system for making the necessities of human
comfort.

Basics of any Production depends on

F What to Produce?
F What are the essential operations and process?
F Types and extend of Technology are?
F Types and nos. of resources?
F Where to produce?
F What Materials/ inputs required?
F What are the Times?
F What types of Manpower and skills required?
F What Tools, Techniques and Machines?
F How is the Inspection and Test of Quality?
F What will be the Packaging and Delivery system?
F Who are the leaders?
F What is the yearly progress Planning?
B. About MSME
All over the world, SMEs having their immense contribution in own countries’ GDP, plays a major role,
particularly in the developing countries. SMEs are sources of low-cost products of primary necessities, artisan’s
creation, mostly based on local raw resources and are performers as ancillaries in both upstream & downstream
production facilitators of large industries. With around 63.4 million units throughout the geographical
expanse, MSMEs contribute around 6.11% of the production GDP and 24.63% of the GDP from service
activities.
As per world bank report, SMEs accounts for the majority of businesses worldwide and are important
contributors to job creation and global economic development. It represents about 90% of businesses (direct and
indirect) and more than 50% of employment worldwide. Formal SMEs contribute up to 40% of national income
(GDP) in emerging economies. These numbers are significantly higher when informal SMEs are included.
According to the world bank estimation, 600 million jobs will be needed by 2030 to absorb the growing global
workforce, which will make SME development a high priority for many governments around the world. In
emerging markets, most formal jobs are generated by SMEs, which create 7 out of 10 jobs. However, access to
finance is a key constraint to SME growth, it is the second most cited obstacle facing SMEs to grow their
businesses in emerging markets and in developing countries.

As an example, it has 33.4% of India’s production, out of these, around 126 are MSME associations (World Bank
report). There are varieties of output and services provided by SMEs in various clusters at various states and
districts. The specialty of SMEs is Mannual, Semi-automatic, Automatic production system. With various
constrains and challenges in SMEs, these are investment & finance, technology & techniques, knowledge &
entrepreneurship, production wastages, infrastructure, seasonal inputs, market & raw materials, marketing for
domestic and internal customers and business promotion etc. However, units are always faced obstacles in the
price, quality, delivery and environment affects. In SACs (South Asian Countries) there are obstacles in some
regions, due to lack of basic infrastructure to set up SME units and to send their products to the nearest local
markets.
Many SMEs are developed on the basis of locally inputs & resources, initiated by local peoples, local skills &
craftmanship, processing and packaging of GI (Geographical Identification) items, which generates the
continuous local employment where migration of local people to the nearest city is a problem. SMEs in SACs,
which becoming more competitive mostly in labor-intensive industries, creates an employment opportunity
through Agri-based units with the concept of SFAC (Small Farmers Argo-business Consortium) in India which is
based on local self-help groups as per local produce and government support with finance and infrastructure.
Also in developing countries, with agriculture produce and natural resources, SMEs playing a major role for
employment, utilization of local produce to make agriculture more profitable & commercial (one example,
Maubva in Gujarat based on onion & garlic processing cluster, one decade back no one imagined it), contribution
to the GDPs and restrict the bulk migration of villagers to various town and cities.
Nixnbvr oF ► .....ml MXMI Formal Woman Annual Formal Nai Jobi
Flnjhnc* Gup M&ME Famine* Gap H®uulr»d from 2017-2030—
(OiHlont) <DlHk?n»| ( rzn
1 .T >*•
Diihon TrMIkHi CSI.U U

I -
• Mr m nV

•MWkrca
1
•* •*• >•-*
■

Figure 2: World Bank SME report

C. About Efficiency
Concept
Efficiency indicates the peak or highest level of performance that is through use of least amount of inputs to
achieve the maximum amount of output. Efficiency entails reducing the number of unnecessary and over-amount
use of resources to produce a given output target including individual time and energy etc. Efficiency is a
measurable concept to determine, by using the ratio of useful output to total input. Minimizing the waste of
resources such as physical materials, energy, and time while completing the desired output, is the betterment in
efficiency.
Efficiency is the fundamental target in the factory for optimization of resources with the existing system and
technology.

In the revolutions in industries, through Industry 4.0, the Fourth Industrial Revolution entails the digitalization.
It is in the factory processes, production, and service industries, that all have developing more effectively with
the advent of powerful computers, cloud computing, the Industrial Internet of Things (IIoT), data analytics,
robotics, artificial intelligence, and machine learning, with considering as per the factor of cost efficiency &
market orientation.

Importance of Efficiency
Reduction in the wastage resources
Optimization, i.e. optimum utilization of resources is the economic efficiency, which results to best serve
for an economy and GDP
Better control on price for generating new market with expansion
Operational efficiency, is a measure on, how well the factory converts operations into financial benefit

Industry have various concepts and definitions on efficiency, these are;

Organization Efficiency: Organizational efficiency reflects the organization's degree of success in using the
least possible inputs in order to produce the highest possible outputs. Organizational efficiency is evaluated
using a number of quantitative figures such as production costs and production times. Six Criteria of Scott Sink
and Thomas Tuttle describes the organization’s future on, Effectiveness, Efficiency, Quality - Internal Quality &
External Quality, Timeliness: Cycle Time, Wait Time, Completed on Time, Finance and Workplace
Environment.
Factory efficiency
It is defined as ‘the ability to do something or produce something without wasting materials, time or energy’.
This means that efficiency is often expressed by a percentage, with 100% being the ideal target with
maximum efficiency. However, various production industries have their various benchmarked efficiency.
Production efficiency
Production efficiency is the level of performance, estimated within the company, and it is somewhat, that always
could be improved. Industries across the globe rely on the efficiency aimed at their production processes to
make quality products for their customers. The more expensive production means the inefficient the production
processes. Efficiency in production starts with techniques for better use of all inputs, well-trained manpower
and, effective utilization of technology.

Operational efficiency
On business context, operational efficiency measures on, how much costs are incurred during a given economic
or financial activity, where lower the costs equal greater efficiency. Operational efficiency is the competency of
an enterprise to deliver products or services to its customers in the most cost-effective manner. It is only
possible, while still ensuring the higher quality of its products, service and support. From the end of investors
and traders, markets reflect the operational efficiency when and where transaction costs are low.

Calculation of Production Efficiency

Dividing with the standard output by the actual output is the calculation to get the production efficiency.
Measuring in cost and then it’s expresses as a percentage. For example, dividing the standard cost of $3.45 per
unit by the actual output cost your $3.65 per unit, the outcomes in a production efficiency is 0.945 or 94.5%.

Calculation of Operational efficiency

Operational efficiency is calculated and presented with the basic efficiency ratio is operating expenses divided
by revenues, with a lower result indicating a greater level of efficiency. This ratio could be applied to a business
as a whole, or a section, products, machines or individual’s area of operations, in case the revenue and costs can
be restricted and critical in these areas.

3 Factors of Operational Efficiency

1. Benchmark the performance against other companies in the industry
2. Identify and eliminate wastages by targeting issues like bottlenecks and poor production planning
3. Monitor and manage performance by setting up dashboards/ controlling measures and implementing them
in daily team meetings

Overall Equipment Efficiency (OEE)

It is also a calculation used in the plant, production line or machines with the parameters of availability,
performance and quality of the output. The details of OEE measurement is described in TPM.

Clarity on Productivity and Efficiency

Productivity
In manufacturing industry, productivity is calculated and estimated as ‘the ratio of output to input in production’
and is one of the influential units in efficiency. When something is produced, the time, quantity becomes the
significant parameters, may be not quality or cost, but efficiency considered and combined all of these.

Moreover, increasing in productivity may leads to more efficiency. When the production process gets
strengthened by better selling, more investments, it elevates the production rate. These might be executed
through introduction of automated equipment, improving logistics, acquiring more skilled laborers, and
implementing Lean production methodologies etc. If the line moves and improved faster, the productivity also
moves upwards.

Efficiency
The productivity was more focused on increasing the quantity which are being manufactured,
and efficiency refers to the quality, cost, wastage and effectiveness of the work executed. The efficiency
definition is ‘the ability to do something or produce something without wasting materials, time, machinery
performance and money’ etc. It means that efficiency is often expressed by a percentage, with 100% being the
ideal target with maximum efficiency.
To gain production efficiency, plant need to produce more output with the same amount of time and other
constraints, to pick the right set of performance indicators that will help to do, depending on where are the plant
running on the productivity in the efficiency journey.
There are various ways to enhance efficiency that also boost productivity, investing in improvements in the
production lines and those are value added for it. In the coming chapters, it will reflect with the various tools and
techniques.
Factors contributing to organizational efficiency
Efficiency includes the following areas;
Manpower – Competency, involvement, skills, innovations etc.
Management/ Leadership – Best utilization of resources and monitoring the performance for efficiency through
Effectiveness
System & Process – Efficiently utilization of the resources / inputs, cultures, customers,
Plant and Machinery – Cost, production efficiency - OEE, output, delivery, technology and operations
Tools and Techniques – Improvement techniques, test & measurement, analysis, minimization of wastages,
continuation of the highest system efficiency.

General process of overall organization efficiency measurement

1) Quality – Acceptance products and services (no return) by the Customers – 100%
2) Optimum manpower utilization - 100%
3) Cost of output (Including all Costs) = in Absolute Terms after adjusting/ considering Inflation of Output and
Input Products Price. It could be considered as absolute/ total Value addition
4) Utilization of Plant and Machineries – 100%
5) New Business - % of Old Business (as per the market and industry)
6) Input Utilization/ Yield Rate – 100%

Production key performance indicators and metrics

The development of production KPI or metric started aiming at the well-defined measurement method to
monitor, analyze and optimize production processes regarding their quantity, quality, as well as different cost
aspects. They give manufacturers, the valuable business insights to meet their organizational goals.

As per the expert description, the list of the most important production KPIs and metrics are as follows:

1. Production Volume: Track the quantities that are able to produce

2. Production Downtime: Analyze and optimize the maintenance
3. Production Costs: Monitor the costs implied in the production
4. Defect Loss: Track the defects / damaged items right away
5. Rate of Return: Measure how many items are sent back
6. First Time Right: Understand the performance of your production process
7. Asset Turnover: Acknowledge the assets in relation to the revenue
8. Unit Costs: Track and optimize the unit’s costs over the time
9. Return on Assets: Observe how profitable the business is relatively to its assets
10. Maintenance Costs: Evaluate the equipment costs in the long run
 CHAPTER - I
INTRODUCTION
INTRODUCTION
1.1 About the Production Techniques
Through the more human civilization, modernization and changing in the standard of living and life styles are
emphatically creates the demands of the people. To satisfy these demands the production system keeps to be
more flexible, efficient, competitive and cost effective. In the advent of new and developing production systems,
which are becoming more complex, applies for transformation of raw materials to more specialized design and
specified outputs. These are executed through the factory’s functional activities, flow of operations, tested &
accessible standards, mass production, supply chain, OEMs and diversifications etc.

Production is a value addition by transforming the raw materials into finished products, for some purpose and
use. Finished outputs of a plant may be an input for others, intermediate and final products. All outputs should be
acceptable by next activities, operations or from customers. Value addition will be completed when outputs are
acceptable by the next process or final use.

Production have huge and long economic linkages, starting from the sources of raw material, value additions,
outputs, distribution channels, after sales services, banking, transportation, infrastructure etc. It involves many
people in directly and indirectly by generating employment, income, purchasing power, demand of other
materials, standard of living and overall economic development. So, aiming at the better impact on economic
linkages and value addition, any production ought to be efficient and effective.

of Local
Materials
h
Utilization Technology
and
Techniques
H Generating
employmen
incomeand
Purchasing
power

GDP
* Overall
economic
development * -
Standard of
living
Skills,
Competency
and
Professionalism
-improve menu
i n Science.
Technology
and

-'J-

Banking and
Finance
K Trade and
Commerce
h National
Reserve

Figure 3: Importance of Production in economy

1.2 Principles of Efficient Production

Any manufacturing plant and their team, ought to have their accepted principles for best production. They could
develop their production planning and action on the following basis;

1. Production based on customer’s specifications and best engineering in product features

2. Well defined the Process and Production flow
3. Optimum utilization of all resources
4. Maximum overall plant and equipment efficiency
5. Process control, and control on crucial and critical parameters
6. Balance of technology and techniques
7. Regulator on finance and cost through various wastage elimination
8. Upgradation and review on Skills and competency

1.3 Types of Manufacturing

As per mechanical engineering, manufacturing designed for transforming materials properties for human use. It
is mostly metal processing and changing process with energy, machine, thermal and chemical processing with
age-old techniques or with modern automation.
Mechanical manufacturing engineers used various process which could be classified into four categories;
1. Casting process
 2. Forming process
3. Fabrication
4. Metal removing process

The above-mentioned processes are combination of thermo-dynamics, casting, forming, welding, forging,
drawing with traditional & modern automatic techniques with applying the statistical & mathematical
calculation method.

When production system diversifies, so their techniques and processes also. There are millions of production
processes in the world and it is also increasing the day by day. One Technicians who are working in similar types
and categories of industries becomes more specialized in their production. In the competitive business world
same sectors are using different production process and techniques, it indicates the vast variations.

Change in production process is also important as per the product size & specifications, numbers, duration and
raw materials. More automation, leads less scope of flexibilities and more investment required. Detailed on are
discussed in next chapters.

Change in the manufacturing and production technology and techniques throughout the industrial revolutions;

1st Industrial
Revolution: 2nd industrial 3rd industrial 4th industrial
Revolution:
Steam and Revolution: Revolution: IT
combustion Electric Engine System IndustryA.O,
Automation
engine
Figure 4: Progress of Industrial Revolutions

The significant difference between Manufacturing and Production is that, manufacturing is the process in
which raw material is converted into the tangible products, whereas, the production creates utility as is the
process in which article or items is made for the purpose of the consumption or for customers by combining the
different resources. In manufacturing engineering, it talks about various process of production an object, but
production engineering talks about various features of production from manufacturing to planning to the entire
setup and arrangement of everything.

1.4 About workplace and shop floor

In English dictionary, shop floor, the part of a workshop or factory where production as distinct from
administrative work is carried out.

The area in a production facility, where assembly or production is carried out, either by an automated system or
by workers or a combination of both. The shop floor may include equipment, inventory and storage areas etc. In
any production plant, shop floor in the core areas of production with combination of man, machine, raw
materials, design, WIP, finished products. Internal human motion, therblig, work place layout, flow & position of
the materials etc. are the important points in the shop floor design.

1.5 About Techniques of Production efficiency

The efficiency in production depends on productivity, quality, on time delivery, cost effective and after sales
services. Various industries and countries, decades after decades and years after years searching & researching
on industrialization and capitalization. New techniques are applied, next developed techniques replace the old
techniques as per the industry requirement, throughout this, intervention of international trade & commerce
structures are developed.

There are various techniques invented and tested, which are later applied and practiced in the industries such as
Industrial Engineering throughput times, motions of operations with balancing of each operations. Developed
techniques are Lean manufacturing techniques for reduction in wastages, Six Sigma for monitoring and
improvement, Total quality for organization excellence, Total productive maintenance for machinery & plant
performance and Industry 4.0 for digitization & automation.
These interventions connected to the great gurus in the world, with their contribution in the industry and towards
business & commerce. Deming, Masaki mai, Ishikawa, Juran, Scott Sink, F W Taylor, F & L Gilbreth, Philip
Crosby, Shigeo Shingo, Malcom Baldridge are the industry respected gurus connected in the areas of
organization excellence, quality, continuous improvement, quick changeover for operators, productivity, business
excellence etc.

Many large industries developed their own organization technical and strategic work culture with internal
standards, like maximum automobile giants developed for them, and also for their supplier, equipment
providers.

The primary purpose of this book, is to develop the combination techniques and methods, to help factories for
reduction in cost, competitiveness and to contribute their own countries’ GDP.

1.6 Challenges in the production industry

The inherent and global challenges of the manufacturing industry, could be categorize in two areas; Internal and
External. Most of the internal challenges are controllable which are in the hands of the organization, but most of
the external challenges are uncontrollable which the driven by industry, market and country’s policies & rules.

Internal challenges of manufacturing industries always on non-optimum utilization resources, which depends on
system efficiency with process & techniques adopted in the plant, with better control & monitoring system,
comparatively more downtime, low efficiency, dearth of skills and competencies, business planning &
regulations, and product diversifications etc.

External challenges related low customer responsiveness, market threat, increasing cost of resources with
diminishing return, volatile market, risk and insecurity etc.

Business Regulation &

Customers Long production lead t i m e a n d
n e w product Development

Sub- optimal utilization MANUFACTURING Poor Agility: Low Customer

of resources amd INDUSTRY Responsiveness
CHALLENGES

Dearth of Skillsand
Uncontrolled Downtime
incompetency in workforce

Aggravating To

I
Lesser profit Margins
J
Loss in Market Share
-» LowRoI

Figure5: Challenges in manufacturing industries

If the challenges of industry could be categorized as per the challenge from perspective of owners, stakeholders
and management, it will be the business, market & product threat, price and competition. Top level in the
organization faced the business challenges all times, from the investment to finance, government and country
regulations, decision for diversifications, market penetration etc. Strategy is the most import part on which
survival and progress in the organization depends.

Next challenges forced towards supervisors and managers, which are performance, efficiency, optimum
utilization of resources etc. These are internal challenges, overcoming these makes the plant better and
competitive. Challenges are how to make plant competitive to world class on the basis of cost benefit, which
only be possible when workplace will be more productive and efficient.
There should be encouraged people with engagement, technically productive and creative in the shop floor. The
major challenges for internal efficiency are make production system most effective, generate competent
employees and always make the plant Lean. Cost and quality are the chronic challenges for plant to survive in
the industry. The industry observation is that, requirements of technical training for the plant, needs to be
prioritized with primarily aiming at skills and competency.

E. Deming theory is most applicable to confront these challenges, who developed 14 key principles for
management for transforming business to effective business. Create consistency of purpose toward improvement
of product and service, with the aim to become more competitive and stay in business, and to provide
employment. It is important to adopt this philosophy in the new economic age. His most used method is PDCA
(Plan, do, check and act) or PDSA (Plan, do, study and act) for continuous improvement

Developed country’s most prevalent business excellence model developed by Malcom Baldrige. His performance
excellence criteria are a framework for organization to explore for improvement in overall performance. Seven
categories make up the best USA business award criteria: starts from strategic planning to personal learning, to
know how the organization sets strategic directions and governs the key action plans.

Baldrige Criteria for Performance Excellence

Organcati Valuing Focus on

Visionary Customer'- on-al and Managing Societal Results Systems
Workforce Agility Focus on Responsibilit and Perspectiv
L-adershjp the Future
Excellence Innovation C reating
Value

Figure 6: Baldrige Criteria for Performance Excellence

1.7 Gap in the Factories in the SME industries

These Gaps stated in this chapter on SMEs, are developed after the visits of the units in various Asian countries
for their improvement, assessment, productivity, improvement and Lean implementation etc. It is not only
observed, but discussed repeatedly with owners, sr. individuals, supervisors and workers of the concerned units
with predesigned blank format of data and check list for their valuable inputs. Analyzed their existing data,
forms, records etc., of the unit after visit and made these gap and on the basis of gaps as an action plan,
developed for various cluster for proper planning and monitoring of the lean manufacturing and productivity
problems.

The mentioned gaps of the units as a whole, and these are existing in a range of 20-80% according the various
types, locations and counties of the units, with their production and service facilities. Unit owners and
stakeholders should take it a stern threat for their units and take preventive action on it as a priority to eradicate
it.

The gaps as a challenge in SMEs

Space Utilization
Space in the shop-floor of the units are not adequately used due to the following reasons;
1) In SMEs work-stations was not clearly identified and marked
2) Process flow and flow of work sometimes overlapped
3) Scrap and defect items block in the working areas
4) Comparatively less shorting and cleaning attention
5) PPC are not developed and maintained
6) Tools and Machines are not properly arranged as per the Flow of work
7) Long term internal study is not undertaken by the units
8) Workers and supervisors are not trained in these concepts

Level of production and productivity

Productivity are the main motto of the units and in the Clusters. Maximum or optimum utilization of the
available resources should be main focus, but still there is low Productivity for the following reasons;
1) Wastages of Time due to unimproved flow of work and lack of standardization
2) Not full utilization of man and machine
3) 7 Types of Wastes also one of the Root causes
4) Productivity norms are not developed
5) No study ever done on productivity improvement areas
6) Process flow chart with time and manpower not available
7) Supervisors training are not conducted in these areas
8) Coordination between supervisors and workers are very poor

Manpower and skills

Most of the Units have combination of manpower – skilled, semi and un-skilled or many of them are
experienced after joining in the unit, by practice. Multi-skills are required to develop in the units for their
workers. All supervisors of all units should be trained on production, productivity, quality, process and
operations areas etc., with Lean concept and efficiency. They also be developed in skills of communication with
management and workers with training of leadership, quality, competitiveness etc.

Wastages
Units have major Wastages in the areas due to the following reasons;
1) Time : Due to improper work-flow in the lines
2) Motion : Absence of standards in workplace and in layout
3) Transportation : Due to shop-floor layout problem
4) Scrap : Problem of identification and analysis of quality
 5) Overproduction : Workers & supervisors knowledge gap
6) Over-processing : Also, for workers and supervisor’s knowledge gap
7) Defects : Quality planning problems

Scrap
In units, major scraps, happened in most of the units, piled up due to long term gap in decision on release and
removal problems. Supervisors and owners could not decide the existing scrap on use or not. So, absence of
confidence may be one of the root causes. But the internal Lean Team justified about the scrap as an unnecessary
item blocked the space in the shop floor and helps the units to remove it, with Technical assessment.

Attitude and Awareness

There are required an immense change in the attitude and planning. Units should develop their own Mission &
Strategy to foresee the organization in the future, and percolate it to the workers at the shop floor. The units are
required to forward their journey to the excellence in the following areas;
1) Reserve or conservative attitude and not confident what to change, so changing and proactive thinking of
all members of the units are outmost essential (but it has observed changes after experts started initiative
in the units)
2) Required craftsmanship with cordial and fellow feeling attitude of supervisors towards workers
3) Create positive attitude of workers towards supervisors
4) Supportive attitude of owners towards supervisors and workers
5) Professional attitude of owners towards consultants and external change agents
6) Attitude for long term relationship of owners, supervisors and workers towards customers.

Customers
In the units and in SME clusters, the units have differentiated products with different level and graded
customers. Most of the units, supervisors and workers are not aware about the customers’ detailed specifications
(now SMEs are careful on it), criticality in their requirements & demand. The awareness among the workers and
supervisors should be that, they at-least concern about customers’ feedback on their output & effort and know
the importance of the customers support & encouragement to them. The ultimate goal of their working is to
satisfy the customers through the conciseness and awareness about the customers with quality and delivery of
their products and services.

Strategy and Planning

All changes and improvement of the units should be on the basis of strategy and planning;
1) Strategy for quality improvement
2) Strategy for customer’s satisfaction
3) Planning for short- and long-term improvement
4) Planning for growth, progress and development

Technology, Process and Control of Production

Planning are on practice in all the units about the technological improvement, but it should be as per the best
suited and applicable techniques and technology.

Effective technology means

1) Comparatively easy in operation and easy to understand the equipment
2) Reduces the cost of production
3) Limited wastages
4) Could control of all operations
5) That take care all critical production factors in the lines
6) Easy availability, reduce lead time in the technology
7) Availability of services
8) Suitable in their conditions
9) Cost effective and long life
Delivery
Most of the units, in the various clusters have delivery problems and their expectations from productivity and
Lean are to reduce delivery time. Delivery period problems arises for different problems of the units which are
related to shop floor production and planning;
1) Flow of work with time of each operation
2) Not clarity with single, job and batch production
3) Un-trained supervisors
4) Rework problems
5) Delivery from suppliers
6) Shop-floor with traditional management and business process
7) Rework and defect problems
8) Scrap, space etc.

Units should develop and use of production parameters, ratio analysis and suitable measurements for controlling
for production, price, quality and delivery.
 CHAPTER - II

About the Developed Model for

Improvement in efficiency
2.1 Coverage and specialty of this MSME improvement Model
The developed Model is an encouragement from our beloved prime minister’s vision to Make in India, for
developing India an international production hub. It is possible with techniques, planning and entrepreneurship
and competitiveness with price, quality, delivery and services. This Model have some unique features, that it
develops as per working experiences in National and international SMEs like Taiwan, Japan and Singapore etc.

This Model is a guideline on areas of planning, implementation, practice and improve production system
competitive and smart to convince and attract the international customers. How the Indian SMEs should develop
entrepreneurship on various techniques & technology, production and process, with better business promotion
with techniques.

This model also follows the Vision of zero defects and Theories of Edward Deming, Scott Sink, Masaki Mai,
Ishikawa and Business Excellence of Malcom Baldridge with the techniques Lean-Six Sigma, TQM & TPM etc.
This also caters the Smart Business Process, Smart Technology and Techniques with Smart Solutions in problems
& working in the SMEs. This is the first model developed focusing on the Indian Industries’ efficiency and
competitiveness.

The purpose of defining, is to provide a technical support to SMEs, who are many times searching for the
improvement techniques and methods for their plant & small production set ups. This is very low cost but
extensive coverage which required minimum support from experts. SMEs might use these techniques for their
self-learning and implementation for sustainable growth and improvement.

Global small businesses could follow the initial easy areas of productivity and quality techniques for
improvement and follow the rest techniques for next levels. Explanations on techniques are defined in various
chapters, which will help the SMEs to understand through self-learning the techniques as described in this
prototype.

2.2 Basic Features of this Model

Knowledge and Learning on Organization Excellence and Customer Based
1. Knowledge Gap with re-learning in the shop floor for the SMEs
2. Importance of customer’s demand, orientation and driven
3. Enable the SMEs to be vendor of multinational brands
4. Model is as per the implementation in any economy and business challenges

Techniques as Smart Factory and competitiveness

1. Consider competitiveness in the national and international market
2. Concept of Smart Factory on the preparedness of Smart Manufacturing (I 4.0)
3. Blend with international techniques with country’s business and market environment
4. It covers as per the vendors required level of interventions

Recommendation on Productivity
1. Revision in system & processes with reengineering approach as per the client’s/ customer’s requirement
2. Balancing the minimum and higher level of technical interventions
3. It encouraged both Team and individual excellencies

Quality and System

1. Given priority on quality, sustainability and optimum utilization of resources
2. Basics of 7QC Tools as per the adaptability in the vendor’s level
3. Required techniques as per applicablity in the vendors’ organization, skills and system
4. Focused on quality on skills and competencies

Control and Monitoring

1. Formats and MIS as per requirement and Overall Plant Management
 2. Organization / plant scorecard-based monitoring

Lean Six-Sigma
1. Balancing of Lean and Six Sigma measurement techniques
2. Cost saving techniques on material, process time, energy, inventory, rework etc.

MIS, Data, Recording and Analysis

1. Outlines the required formats, data as per requirement and statistical analysis process

Sustainability
1. With SoPs, Formats, Check points etc. for C&M
2. It is a forward-looking model with continuous improvement in healing approach

Customer Driven Business Planning

1. Collect customer feedback
2. Define, understand and analyse customer’s feedback
3. Plan & drive for new business opportunities in domestic and international market
4. Develop cluster based of geographical based product/ services identity for small industries
5. Planning for how reach to your customers

Progress Towards Smart Factory to Smart Manufacturing as per Industry 4.0

3. Develop internal expertise on Smart Factory by using SF techniques
4. Adopt Smart Manufacturing as market & customer’s demand
5. Implement IIoT and Additive manufacturing as per production scale/ quantity
2.3 Technical coverage this model
This prototype developed on the basis of long-term SMEs study in India and abroad, based on problems and
constraints encounterds by MSMEs for long time, related to quality, productivity and efficiency.
Knowledg Gap i n the Shop Floor of the SMEs

It on Customer Demand, Oriented and Driven

Knowledge and
Learning on Enable the SMEs to be Vendorof Multinational
Organization Brands
Excellence and
Customer Based Model is as perthe Implementation in Indian
Condition

Competitiveness in the National and

International Market

Smart Factory on t h e Preparedness of Smart

Techniques as Manufacturing (I 4.0)
Smart Factory and
Competitiveness Blendwith InternationalTechniques with
Indian Approach

It Covers as perthe Vendors required Level of

Interventions
RevisedSystems& Processes with
Reengineering approach as perthe Client’s
Requirement
Productivity Balancingthe Low and High level of Technical
Interventions
ft encouragedbath Team and Individual
Excellencies
of th
Priority on Quality, Sustainability andOptimum
Utilization of Resources

Basics of 7QCTools as perthe adaptability in the

Quality and Vendor's Level J
System
equiredTechniques as perapplicablein the
Vendors' Organization. Skills and System
Focusedon Skills andTeam Based

Formatsand MIS as per Requirement and

Control and Overall Plant Management
Monitoring Organization/ Plant Scorecard based
Monitoring
Balancingof Lean andSix Sigma Measurement
Techniques
Lean Six-Sigma
Cost SavingTechniques on Material, Process
Time , Energy-, Inventory', Rework etc.
Mis, Data, Defines the Required Formats. Data as per
Recording and Requirement and Statistical Analysis Process

With SoPs,Formats,Checkpoints etc.forC&M

Sustainability
It is a Forward-Looking Model with Continuous
Improvement Healing Process

Figure 7: Technical Coverage of the MSME model

MODEL FOR COST SAVING, BEST TECHNIQUES, WASTAGE REDUCTION AND SMART PRODUCTION PROCESS WITH SYSTEM AND
SUSTENANCE

IMPROVEMENT MODEL

Productivity, Quality. Syatemand Internal Efficiency

ProgreM
Fintfout
Panning Factor/ to
Smart MTg.

f-

£iSi

Figure 8: Structure of the MSME Improvement Model

OVERALL STUDY AND IMPLEMENTATION METHODOLOGY
Internal Processing / Operation
[ U n d e r s t a n d i n g the
a n d Dentificatio
Problems Quality / Rework

Techniques

Organized Data on
; Production, Time and Delivery |
Collection of D a t e
M / c Utilization a n Quality - Rework

OVERALL Time Data

IMPLEMENTATION
Statistical Analysis Training and Competency
PROCESSES

R-C Analysis Production Tools and Techniques

A N A L Y S I S O F THE DATA
Pareto Chart Internal PPC

tun Chart /Control Develop Internal C & M

Chart
Reduction in Defects and Rework
IMPLEMENTATION Develop Analysis System and PDCA
R e d u c t i o n in D e l a ]
TECHNIQUES FOF
IMPROVEMENT in Delivery Time
ApplicationTeam, Traing and
Techniques

Action on Wastagesand NVAs

>s anc itauon wrtr

Make the Basis of Smart Factory

Standaardization S & S

Figure 9: Implementation process as per the model

2.4 About Customer
In a speech in South Africa in 1890 Mahatma Gandhi said this: “A customer is the most important visitor on our
premises. He is not dependent on us. We are dependent on him. He is not an interruption of our work. He is the
purpose of it. He is not an outsider of our business. He is part of it. We are not doing him a favour by serving
him. He is doing us a favour by giving us the opportunity to do so.”

Demand
and
Purchasin
g Power
Catalyst
for Earning
improvem
ent
Importanc
e of
Customer
in
Business
Defines Values for
your
the Products
Quality Services
Centrefor
Business

Figure 10: Customers in Business

Importance of Customer in Business
Demand and purchasing power
Create values for the product & services
Centre for Business
Defines the Quality
Catalyst for improvement

2.5 Strategy of Marketing for Customers

Marketing strategy is first defined by Dr. Philip Kotler, father of marketing management. He published the first
book on the principles of marketing and later on marketing management. Kotler believed that marketing was an
essential part of economics and saw that demand was influenced not always only on price, but also by
advertising, promotions, sales forces, direct mail, middlemen and distribution channels. These are modern
industry business strategy based on customers centric as per the process orientation, developed by Generic
Strategy and The Five-Forces Model of Competition by Porter, Michael E. (1980), based on potential
development of substitute products, rivalry among competing firms, bargaining power of consumers, potential
entry of new competitors and bargaining power of suppliers. Later Malcom Baldrige Model of Performance
Excellence, Malcolm Baldrige National Quality Improvement Act of 1987 contributed on customer, product &
service, public/ society/ natural environment, marketing, human resources, production, maintenance, operations
and finance.

How to get customers

There is another thought of getting customers which first invented in Japanese industries through quality and
understanding the voice of customers, analysis on customers, and then make the organization and strategy
according the customer’s expectations. Dr. Noriaki Kano, professor of Tokyo, who wanted to explore the
unspoken & silent needs of customers with the concept and techniques of VOC and CTQ with four types of
customer’s needs, meaning reactions to product featured and characteristic such as, 1) Surprize & delight, 2)
More the better, 3) must have expected Features and 4) without Dissatisfiers.

The concept of Quality Function Deployment (QFD), first developed in Japan on 1972 by Yoji Akao and Shigeru
Mizuno to design customer satisfaction into a service offering before it is produced while working for
Mitsubishi's shipyard and later it was adopted by other companies including Toyota and its supply chain. It is a
structured methodology and use mathematical tool to identify and quantify customers' requirements and
translate them into the key critical parameters. It is a systematic way of obtaining information and analysing
with objective of shortening product development cycle, combines with several types of matrices into one to
form a house-like structure. Make the product & service planning on customer driven, for easy, safe and
comfortable product and to translate the ‘fuzzy’ requirements into quantitative service design requirements are
the content.

The objective is reaching the customers with the efficiency & product excellences for long term business
planning with big investment, to be market dominated industry and for competitive advantage.

Cost & Commun

Quality Delivery
Price ication

2.6 Preference of an customers

Quality
Price
Delivery
Figure 11: Approach to customer New Features and promotional
offers

Product and Quality developed with internal efficiency, and for external factors like strategy according the focus
in market places – domestic and international, country strategy on production and customer access for MSMEs,
is the prime areas.

2.7 Internal strategy on the products and services

Other than country’s internal product promotion policies, there should be the policy on foreign
investment and trade because there are potential benefits from these activities. FDI may stimulate competition,
when foreign companies compete with domestic factories, both for same resources (e.g. labour, land, equipment
and raw materials) and in the same markets for business and customers. Country must realize the differences and
discrepancies for improvement. But important is, government and industry association’s support aiming at
internal efficiency of the units, for on-time availability of customer specified best products, with effective set up
and execution of internal workplace, and completion all processes, ought to be continued.
2.8 CAPACITY IMPROVEMENT FOR EFFICIENCY
Capacity Improvement
Capacity is the maximum amount that something ability to contain, absorb, or receive and hold. Company
increases production capacity to accomplish the actual increase in demand, or estimated amount. To achieve an
immediate increase in capacity, a company uses existing establishment, arrangements, equipment with better
utilization of time, value additions, employees, to generate more quality which is described in the below
mentioned figure.

2.9 Process of Improvement in Capacity

Raw materials, work in progress, p l a n t s
machineries, manpower. energy. space,
Optimum Utilization money .tools & equipment. Time, raw
of Resources m ate riaIs. work i n pro grass . p I a nt &
machineries, manpower, energy, space,
money, tools & equipment, Time etc.

Reductionin >rk and

Wastages

Process o f | Maximize output with Times. Process

provementof Productivity
Resources
Capacity

Interventions of
Improvement
Techniques and
Human Intelligence techniques. Skills.
Innovation,
Creativity. Leaning

Process Modification
a n d Reengineering

Figure 12: Processes of improving capacity in the existing set up

When Productivity improves, plants also scores in the level of efficiency. There are other initiatives for
improving the productivity and efficiency, described in below figure;

Productivity improvement
through quality improvement
Productionand manpowernorms Productivity
for saving in operational cost and i.e. defects reduction
improvement through
increase in productivity M/c efficiency &
utilizationtime

Balancingof the operationsfor

minimum waiting time of non- Manpower efficiency and
value addedtime competency

Defined the cycle time of

productionin products- Reduction in the
wiseand M/c-wise impact of Other
Constraint Factors

Figure 13: Techniques of Productivity and Efficiency Improvement in a Manufacturing Unit

2.10 Capacity Improvement Flow Chart
It is observed that most of the SME’s top hierarchy are typically engaged in the daily activities in daily
administration, sales, accounts, problems, supplies, finance etc. There are lack of knowledge, expertise and
specialized people, so one person or a Team is used to assign responsibilities of the improvements through
training and learning for planned interventions. The possible capacity improvement, which may be followed and
its details are described in next explanations;

Calculate the Planned Interventions

existing Capacity. Define the Interventions in selection Distribution of
Requiredand Gap areas in selection responsibilities
Utilized capacity areas areas

Apply PDCA
Cycle

Figure 14: Improvement Flow chart

2.11 Optimum Utilization of Resources

Definition of resources
Resources are utilized for the production as per the specifications by the customers in various measurement
units, with exact amount and without wastages. Resources could be raw materials, work in progress, plant &
machineries, manpower, energy, space, money, tools & equipment, Time etc. Major inputs depend on the types of
units, kinds of plant and production.

RESOURCES

Te Techniques
Inputs ncilog Manpower Plant Capital Energy and Time
Management
-------Raw price and
Material Machines Skills Layoyt Fixed

Tnokr-nnd
— World n Equipmen
InLSTiig'enc
Working
Progress

■Semr-tinished
Goods

Figure 15: Optimum utilization resources

Utilization of resources
Enhancement of productivity dependent on utilization of resources. When all other resources remain constant,
time is the major factor for calculation of productivity. In a same production line and machine, productivity will
increase with more output produced in less time.
2.12 Combination of Technology and Techniques in the manufacturing Industry
Manufacturing and production efficiency are based on technology and techniques, and total technological
interventions in various industries also depends on various combinations technologies for their products.

Labour :gional Resource

Intensive based like Gl

Semi- Mannualwith
SMEs automatic Machine
Process operations/
processes

Capital Intensive
Industry R a n g e f r o m Mix of
Medium Mannual and
Automation.
higher Techniques

Mostly
Large

Figure 16: Combination of Technology and techniques in industry

GI – Global Identification, production planning based on Labour Intensive in Handcraft based industries.

Table No. 1: application of technology in the developing countries

Methods and Technology of Production
Sl.
Industry Labour Mix of both Labour and Capital Intensive/
No.
Intensive Capital Automatic
01 SMEs Higher Average Less
02 Medium Less Average Average / Higher
03 Large Very Less Average Higher

Table No. 2: application of technology trend in the developed countries

Methods and Technology of Production Remark
Sl. Labour Mix of both Capital
Industry
No. Intensive Labour and Intensive
Capital Automatic
Manpower based in Handcraft
01 SMEs Less Average Higher and Food Processing sector,
Except IT sector
Maximum Medium Scale
02 Medium Very Less Average Very Higher
Industries
Maximum are automatic
03 Large Minimum Very Less Maximum
industry

Basis of technology selection for business

In the industry technology is selected as availability, product specific and market growth, following are the
determinant factors which industry measures;
1. Cost of production
2. Market situation – growth, trend and flexibility
3. Customer’s choice of product features and engineering
4. Investment and RoI
5. Marketing strategy
6. Business strategy
2.13 Production throughput
Production time or throughput time is, how much time is required for a product to complete through a process of
production. Thereby being converted from raw materials into finished goods. The concept also applies to the
processing of raw materials into a component or sub-assembly.
The Throughput also known as the flow rate for measuring of a business process flow rate. Essentially, it
measures the movements of inputs and outputs within the production process. It is an important metric in the
operation’s management of a company.

2.14 Calculation of throughput

The calculation of the throughput efficiency formula may be more than one method, the most followed the
simple general formula is I = R * T. In other words, Inventory = Rate (multiplied by) Time, where “rate” is
the throughput. But, to solve R, one would get R = I / T, or Rate = Inventory divided by Time.

FCFS (First cum first serve) throughput calculation

It could be defined as the number of processes executed by the Central Processing Unit in a given amount of
time, for example, let's say, the process P1 takes 3 seconds for execution, P2 takes 5 seconds, and P3 takes 10
seconds. So, throughput, in this case, the throughput will be (3+5+10)/3 = 18/3 = 6 seconds.

2.15 6 Effective Ways to Improve Production Throughput

The 6 ways to increase your production throughput, and make your shop-floor more efficient.
1. Eliminate the throughput Bottlenecks
2. Review the existing Workflow
3. Reduce Equipment Downtime
4. Reduce parts Rejection rate
5. Improve Employee training
6. Use factory Automation
2.16 Theory of Constraints in Industry
The theory of constraints (TOC) is one of the management philosophies for decision making, first introduced by
Eliyahu M. Goldratt in his 1984 book, titled ‘The Goal, that is geared to help organizations continually achieve
their goals’. Goldratt adapted the concept to project management with his book Critical Chain, published in
1997.
The Theory of constraints is a methodology for identifying the most important limiting factor (i.e. constraint)
that stands in the way for achieving a goal and then systematically improving that constraints, until it is no
longer the limiting factor. In production, the constraint is often referred to as a bottleneck.

Goldratt in the book, Theory of Constraints, outlines a five-step process to applying the theory:
1. Identify the process' constraints
2. Decide the best to exploit the process constraints
3. Subsidiary everything else to the above decisions
4. Evaluate the process constraints
5. Remove the constraint and re-evaluate the process

The Relational integrity constraint is the rule/ way that enforces basic and fundamental information-
based constraints. Relational integrity constraint is used to ensure accuracy and consistency of data in
a relational database. Such a grouping uses the relational model (a technical term for this plan).
Relational Constraints in Database Management System (DBMS) are the constraints imposed to ensure database
correctness. Types and categories of constraints in DBMS are Domain Integrity Constraint, Referential
Integrity Constraint, Tuple Uniqueness Constraint, Key Constraint, Entity Integrity Constraint.
 F SME corner

SMEs may comprehend their business challenges from their country, industry and from business
reports from local and global business associations. Critically, find out the unit's gap as per the
challenges, make a team for workplace-based capacity improvement. Estimate the output yield
rate, raw materials wastages with other resource wastages. Technology could not be changed
every day of in short period, so that, techniques is most important. Comprehend the constrains
to access the customers, avoid to miss-out customers with a wrong delivery or any decision
intended for more profit or cost over-shooting production batch.

Measure your production capacity with time utilization, plan for technology in long term and
make your plant easier and more comprehensive.

Self-assessment questions on Chapter – I & II

i) Find the gaps in your plant?

ii) What is the process of improving capacity?
iii) What are the efficiency parameters?
iv) How you improve resource utilization?
v) Importance of technology decision?
vi) Basis of technology selection?
vii) What are the Challenges of Business in your Industry?
viii) What will be Strategy for your Customers?
ix) Preference of the customers
x) What is the Process of Improvement in Capacity?
xi) What will be the combination of technology and techniques for cost effective in your unit?
xii) What is Production throughput and how will you improve it?
xiii) What are the Constraints in your plant?
 CHAPTER - III
EXISTING PLANT &
PROCESS STUDY
3.1 INTRODUCTION
For any production arrangement and in their business model, the entrepreneurs and production managers
required to understand the current status of the organization, system and process. It is important for any
technician to know how to elevate the existing plant from the category of traditional of conventional to moderate
to organized & automated and modernized production system.
A Traditional workplace and plant are unorganized in maintaining the data, production, untrained manpower,
with no analysis process, plan without customer feedback and not concerned & connected with market. A self-
assessment questionnaire cum check points is stated here at last part in this chapter, to know status of the plant
as per the standard practiced techniques.

A Traditional shop floor could earn good profit or may be profitable for its monopoly or unique products,
innovated processes, but it may not be an efficient shop floor and plant, which could earn more and even may
increase profit through becoming the organized plant. Sometimes, management missed these points to focus and
to overcome it.

Use of technology and implementing the various techniques, a traditional plant could be improved as an efficient
plant. Various traditional plants become organized for the competitiveness in the domestic and international
market to better accomplish the customers’ demand with enterprising capability.

3.2 Principles of an efficient Plant

These principles are significant from production and business planning for anytime, when growth in lagging
situation, these are;
1. Focus and values for customers
2. Best set up for optimum utilization of resources
3. Elimination of wastages and non-business value additions
4. Develop and establish a standard measurement system
5. Balancing of technology and techniques
6. Ensure the optimum utilization of resources
7. Engage People with participation and innovation
8. Pavement the culture of continuous improvement

Due to various other business focus, most of the MSMEs have traditional shop floor which are struggling in the
competition. Comparatively improved plant means more productivity with Quality. These are essential to
improve and investment on productivity and quality following are obligatory areas to prioritize;

F i n d o u t Existing
System
Reduction in wastages of
Conducted underand overcapacity of
sections
Inhouse and External
Operations
Man. M/cs and Plant
Util iIizatio ns
Controlled and uncontrolled
operations

Figure 17: Existing study for estimation of the plant and processes
3.3 Study on existing plant & processes
Study of the plant means, critically and periodically measure, analyse and realize the production floors, and
understand the plant, where the deficiencies to be reduced. When supervisors and managers daily visits and
observe the same plant, the possibility to accustomed in the existing arrangements. So, it is always difficult to
look at your plant with new eye and fresh mind. To understand the abnormality and deficiencies, the knowledge
on production, technology, machine, efficiency and utilization is essential. Every alternative year plant should be
verified, analysed and studied by internal trained manpower or by external expert.

Various organizations and progressive groups, developed the check points for their vendor organizations like
TATA, Eicher, Japanese and Korean Automobiles for providing best quality for their customers. These check
points applied to identify the deficiencies and upgrading them. Organizations who want to improve their level of
operating standards could use the self-assessment table to audit their plant and production system.

MSME should realize about the significance of data, records and documents. In the present industrial era, there
are new concept arises on Big data with analytics through digitization. But for traditional industries, so far, the
data collection is not prioritised in daily activities. What company realised the vital data means the records &
documents on finance, administration, materials purchase and some areas of cost only. The mindset on data
preservation are that, it is time consuming, extra workload, no value addition in the plant, extra cost of
manpower, and sometimes lack of knowledge which are the primary areas for lagging in data and information.
Even identification of are not developed, which are the secondary data & analysed data, source of secondary
data, data verification and how the data could be utilized in the decision making.

For any day to day work, like managerial & supervision, major decisions, planning, assessment, customers
problems & complains, any plant accidents and losses, failures, cost, benefit, profit, self-assessment etc., it
should be data driven. Any major decision and action based on experience, on chance and suggestions without
facts and reality, may not ensure the achievement on target like delivery and profit. Any such decision, have
limited chance of success and sometimes it leads to wastage also.
During the various study and analysis, it is observed that most of the companies in the similar industries have
lack of planning on data collection. They are lacking in preparing the list of required data, formats, Log books,
standardise the sources of primary data etc., to understand, control and monitor of the plant, and activities at
glance in monthly or yearly, other than financial data and other than ISO compliances.

There are several types of organized data and recoding process which observed in industry, at a glance is
mentioned herewith for the better comprehension;

Table No. 3: Various types of data and its importance

Areas of Data
Sr. Utilization / Usage of
and Importance Remark
No. the Data
Information
These data are most But these Data and
priorities as per information cannot
organization prime be used for
It is the most prioritised
focus on, taxes, improvement on
Data in the company
banking, investment and Plant performance,
Financial data for Country Rules and
1 government regulations. quality and for
and recoding Regulations on Tax,
These data are most customers
Profit, B/S and P/L A/c,
necessary for estimation, satisfaction. Most of
RoI, Investments etc.
computation, financial
the Owners and
planning and decision
Management
making
focused and monitor
2 Costing Cost of all expenses Cost data is important as
these Data and
such as Inputs, per the understanding of
analysis for their
company Direct and the cost centres, various
Indirect Cost. Most of Cost Trend Analysis Own, stakeholders
the company may with Fixed and Variable and industry
focused on it. Cost, Assets and requirements.
Liabilities, Ongoing Organization should
Project Cost, focus on employee
 Identification of Non- performance
Value-Added Costs and measurement system
all Input Cost Analysis to understand and
etc. retain the
It is indirect cost for performers; and the
conducting all These data are most data base not to be
administration work. priorities as per any individual’s
Limited Data are used organization for personal liking or
3 Administration
for it Related to employee, welfare, misunderstanding
Manpower, related to ESI, PF etc.
Establishments, and govt. regulations.
Welfare etc.
This Item is a major Most of the Industry
incurred costing area in Primary data at major has Inventory Data
any manufacturing Material Input points, but not utilized for
industry, data for Reduction in Yield rate, improvement in
Material Use
4 amount of materials Inventory of WIP, PM Inventory cost,
and Inventory
used and available and FM. Organization analysis-based action
through Yield Rate, Planning and plant and what
WIP, RM, FM amount achievement techniques are
and their expenses. available for it.
These are most
Utilization is calculated important Data and
on Overall Efficiency records, still missed by
5 Plant and of Plant and Machinery most of the industries. It
Machinery with Availability, is most important data For these data and
Quality and for cost reduction, analysis,
Performance. customer’s quality and Management
delivery. depends on plant
These data are related employees and less
These data have most
to plant such all types scope of
Performance significant for any
of maintenance, verifications. For
and Efficiency manufacturing industry
defects, operations & better Profit,
MIS for capturing market
6 process, corrective reduction of
(Management through customers
actions on customers, wastage, optimum
Information satisfaction, best quality,
reduction in wastages, utilization of
System) efficient plant, on-time
various tools and resources, it is
production and delivery.
techniques necessary for the
It is required for plant to give most
measurement of change, importance in these
For new projects, improvement, correction statistical analysis,
Projects, study
techniques, quality & and improvement in facts and records.
7 and
regulatory process, culture,
Improvements
certifications. employee involvement
and make the plant
customer focused.

3.4 Planning and establishment of data collection points

Organization and the units as per the category in industry necessary to establish the data collection procedures,
data sources, responsibility and analysis with the foundation of following standard practices;

1) Types of Data: Primary, secondary and analysed & verified.

2) Recording Procedures: Through standard formats as per specialization of company in the industry and
category of the products & services.
3) Types of Primary Data: It is records / raw data which cannot be changed or modified, collected from the
defined prime points & primary sources.
4) Distribution of Responsibility: Collection, restore and recovery of data may be an individual or a group’s
responsibility, but plant/ organization should distribute the responsibility in various functional areas.
5) Data Collection Points: As per production, maintenance, quality, cost, all materials, customers,
improvement projects, critical areas of business, process, quality and customers etc.
6) Establish the Data collection Method: Written in formats, copies, logbooks; online data collection, digitized
of data direct installation to servers from IIoT, Cloud or Layer devices etc.
7) Establish Data Validation: Company should ensure that, the internal data is verified, actual which are
collected by efficient and trained people. Fabricated data may mislead and unprecedented result of an
important decision and may divert to customer’s dissatisfaction.
8) Training on Data, Analysis and Decision: Responsible person to be aware about the importance, time,
writing / upload and content of the entire data, through training, practice and explanation. Engagement of
 new employees must go through these training methods and collected data must be timely restored and
verified.
9) Develop an MIS for the Organization as per ISO QMS controlled and uncontrolled data and formats.

Types of Data
When an organization grows continuously to become a market leader, data also becoming more and more vital to
Lead, control and monitor. The types of data are important from the analysis, and various data have their
different analysis processes. Now a day’s data analysis is used through various analytics. Following are the types
of data in statistics.

Types of Data

Discrete Continuous

Binary, Ratio, IWeight, Hight,

Measure,
Counts etc. Money

Nominal Ordinal Attributes

ciHpijyte vuue, rdiipuiL, Rank, Grade

Address, Telephone No. etc. etc. Human senses

Figure 18: Types of data in an organization

Data Calculation and presentation

Data are calculated and measured, with the application of various mathematics and measurement scales,
presented them through various presentable statistical tools. Calculation software are used for business,
economic, market and for various six-sigma control charts & testing procedures. These are significant for
business analysis, industry presentation, records, present to customers and for business stakeholders.

3.5 Major Types of documents and purpose of collection

Data are used for preparation of various documentations which industry and management called as MIS
(Management Information System). It requires for all functional areas from individuals, plant and for corporate.
Major plant related documents areas are as follows;

Documentations

Machine a n d
Production Equipments Quality Admii Accounts

■Overall M/c o r Attendance, PLA/c, B/S,Cost.

ifects. R e w o r k s
Long Book Equipment Rejection Welfare,
Utilization Performance etc.

RunningTime reuucuori in
Manpower, Availability, Wastages a n d Salary. R e t e n t i o n , P r o f i t , Financial
Output, Delive P e r f o r m a n c e etc. Customer Remuneration Result etc.
Productivity e i Satisfaction

Figure 19: Types of Plant related documents

Records and data are now collected in large organization through on line by SCADA (Supervisory control and
data acquisition), a computer system for gathering and analyzing real time data, manufacturer of machine now a
days installs, Control Panel - PLC Panels, CNCs, Control Panels, Automatic Power Factor Improvement Panel
and PLC Control Panel etc.

Documents and format listing for an organization

1) List of department-wise use of various formats, documents and report through MIS
2) List formats and documents used by the department, files should be available to the departments
3) Departments have own check points, lists of documents and authorized persons for both controlled and
uncontrolled data & formats
4) Formats and documents-wise analysis points by internal people
5) Formats and documents used by numbers of departments and sections
6) Data Sources: primary collection of the data with sources like m/cs, shop floor etc., and secondary data-
based formats – connected with departments
7) Revisions and modifications of the formats
8) Nos. of MIS in the existing in the department with procedures of distribution responsibilities and controlling
9) Any other areas as per the organization and customer’s requirement for documentation
3.6 Standard contents of a format, documents and MIS

Production

Controlling a n d
Other MIS Documents
Supportin for
g Areas Quality
Manufacturing
Industry

Maintenance

These are the process to be

maintained the Data and documents: In Softcopy – Digital and Printed copy of MIS etc. in the following ways.
1. Name of the Format: Which is as per the use
2. Name of the department, section for its use
3. Person / employee / authorized person fills the data in the format and authorized person to revise it
4. Figure 20: Contents of various MIS Frequency of the data entry and
review; like daily, weekly, monthly and yearly etc.
5. Organization name and Logo in each format
6. Coding system of the format
7. Total supply chain of the plant with FPC (Process Flow Chart), where it reflects
8. List of major M/cs with MIS with internal data recording and collection procedures
9. List of quality MIS in various stages with M/cs and product-wise with maintain the internal data recoding /
collection procedures

Industry data types

Departments for MIS in a Manufacturing Plant;
Types of MIS
Data

Primary Data
Secondary Data Result /
At used For Analysis Performance Data
The Source
1. Production
2. Quality
3. Maintenance
4. Planning
5. Marketing
6. Finance
7. Dispatch
8. Figure 21: Types Data as per the collection of information Services
9. Corporate and Plant’s Overall MIS etc.

Areas of Corporate MIS

i) Utilization of Inputs : Material, Manpower, M/cs, Energy, Yield Rate, WIP etc.
ii) Business : Finance, Total Delivery, Quantity/ customer report and costs
 iii) Result : Productivity, Quality, Revenues in Manpower
iv) Analysis/ efficiency : OEE, Production Plan Vs. Actual
v) Critical areas, control charts : Statistical control charts for pre-defined critical or control areas
vi) Result of improvement Projects : Result of the improvement and other projects with status

In-house Charts (control & improvement) – Quality, OEE, Productivity, Improvement and study data etc.
Table No. 4: Department-wise controlled documents
Frequency / Daily/
Sr. Departments / Name of the Code/ Purpose with
Weekly/ Monthly/
No. Sections Formats Ref. No. Data
Yearly

Quality sampling procedures

Sampling process used in the plant for various quality checking of the items for mass production with high in
numbers. Quality assurance techniques are used for least defects or zero defects, but still sampling used for
elimination of any possible to defective delivery. Random sampling may use from random number list.
Random Sampling for mass production, it also called chance sampling or probability sampling
Quota Sampling for various locations and sections of production
Systematic sampling, some specific nos. of items from the Lot, batch, it used in the final checking
before dispatch
Cluster sampling is used for in warehouse for mass stocking items for checking, counting and
verification
Multi-stage sampling, it is used to ensure and find out the sources and identification of defects.

Types of Formats
Work in progress Documents
Quality formats
1) Online Quality, to identify online rejection, in M/c-wise and/ or product-wise
Use of Trend and Run Chart/ Control Chart etc.
2) Offline Quality;
Inspection Process
Customer Return
Rework items
Final Inspection/ Customer’s Quality, As per the Customer Defined Specifications - Formats
Required synchronization
Software with Product Code
Job Card
Mannual Coding etc.

Production Format
1) Productivity Related Formats
2) Manpower Productivity
3) As Per Production Norms

Process and system utilization

1) OEE Calculation M/c-wise or Line-wise
2) Plant Quality or defects Run Charts
3) Plant Productivity Run Chart; Online and Offline after Completion of OEE Sheet

Section-wise documented areas in production

 1) OEE
2) Initial day to day Production Parameters
3) After Completion Quality Inspection Process

Table No. 5: OEE covers the following departments

Sr.
Production Quality Maintenance
No.

i) i)
Machine Performance
Product / Outputi) Machine Utilization/
Quality / Defects Availity
and Availability
ii) Product-wise M/c OEE
ii) Relate to Customers’ii) Shift-wise m/c or
Feedback equipment Performance

Production Quality Maintenance

Machine Product Customer Machine Shift

Figure 22: OEE Data expand and calculation

Data formats for Quality

Levels and areas to be covered in formats or documents for quality inspection, may be in on-line or off-line. In
Food processing and pharmaceutical units, Quality data covers for raw materials, finished goods, Packing
materials quality, product life and also on-process quality with sample preservations for testing & product’s
useful/ consumable life etc.

Table No. 6: Samp le Dep artment-Wise Controlled Documents/ Formats / MIS

Sample Department-Wise Controlled Documents/ Formats / MIS
Name of the Department:
Frequency
Name of the Person /
Purpose / Daily/
Sr. Departments Formats/ Code/ Ref. Employee / Verified
with Weekly/ Remark
No. / Sections Documents / No. Authorized for Use
Format Monthly/
MIS Person
Yearly
1 2 3 4 5 6 7 8 9
MMATL/FR/ For V
Inspection INS / Inspection Bar and
1 Daily
Report V Bar 07.REV:00- Details it should
V BAR be in Use
Quality
Approve
Processes
PROCESS PROFILE
2 Daily for
PARAMETER EXTRUDER
Control.
It is to be
used
3 Daily
4 Quality
5
6
7
8
9
10
11
12
13
14
15
16
 Quality

2nd Level Customers / Final

1st Layer/ Level
Inspection

Random
|H Place
Checking |l Feedback I

B e f o r e Delivery Corr div

UHproduct-wiss to t h e Customers ■ Action

M/cWise Product-wise 2 Sustainability

With Job C a r d One Verification Sheet

Figure 23: Quality related data at various levels

Quality
Table No. 7: Quality Data
Sr. 1st Layer/
Areas 2nd Level Customers Test Lab/ Off-line
No . Level
i) i)
At Work Place i)
Random Checking Feedback i) Lab Report
ii) Product-wise
iii) M/c-wise
ii) Before Deliveryii)
to Corrective
ii) Test Failures
the Customers Action Report
iv) With using Job
Cards iii Product-wise iii) Sustainability
iii) Product-wise
Tastings and
iv) One Verification
Check-list etc.
Sheet

Documents on Productivity and Production

It is the most vital documents in the plant, for products, inputs, norms, manpower, failures etc.

Table No. 8: Levels and areas to be covered in Formats/ Documents

Name of the Department:

Frequency
Name of the Code/ / Daily/
Sr. Departments Purpose
Formats/ Ref. Weekly/ Remark
No. / Sections with Format
Documents / MIS No. Monthly/
Yearly
Printed Regs.
with Sr. Nos.
Production
1 Production SFU Shift Report Daily with a Carbon
Monitoring
copy/
Revision
Production
2 Production Daily To be Revised
Monitoring
Process
3 Production Daily OK
Monitoring
Process
4 Production Daily
Monitoring
Production
5 Production Daily
Monitoring
Production
6 Production Daily
Basic Data
Production
7 Production Daily
Basic Data
8
9
10
11
12
13
14
 Production

Improvenoent
Machine-wiseB Customers B
Planning

W c- wise
At W o r k Quality P roductivil
Output
Place Feedback

Product- Corrective M an p o w e d
wise Action Utilization

W i t h Job Innovation
Sustainability J Kaizen
Card

Figure 24: Production related data

Table No. 9: Production Data

Sr. Improvement
Production Customers 1st Level Quality
No. Planning
i) Machine-wise i) Feedback i) M/c-wisei) Productivity
ii) At Work Place Output quality ii) Manpower
ii) Corrective
iii) Product-wise
Action ii) Product-wise utilization
iv) Plant Level Output Quality iii) Innovation/
v) Through Job Cardiii) Sustainability
Kaizen

Basic/ Raw Data

1. Shift-wise Production line report
2. M/c-wise production report and maintain the log book
3. Entire Plant Production Report – Daily Events
4. Maintenance Log book
5. Raw material inspection report
6. Shop floor workmen records etc.

Maintenance

Machine Records Maintenance Equipment.

Work Shop Recording/
Documentations Documentation
Inventory

At Shop Floor. Wc Repairand

Maintenancs Maintenance EPN L i s t
Records
Performed Records

P r o d u c t - w i s e - Wc
Maintenance
Information
RecordsAction

lypesoi
Maintenance with M/c P e r f o r m a n c e
Procedures a n d Monitoring
Practices. S c h e d u l e .

DEE I m p r o v e m e n t
Wc P e r f o r m a n c e s

Figure 25: Maintenance related data

Table No. 10: Machine Records Documentations

Equipment
Sr. Machine Records Maintenance
Work Shop Recording and
No. Documentations Documentation
Inventory
i) At Shop Floor, M/c
Records i) Types of
ii) Product-wise - M/c Maintenance
Information Performed i) Repair and i) EPN List
iii) Types of Maintenance ii) Quality Maintenance Maintenance ii) Inventory
with Procedures and Records Action Records Monitoring
Practices, Schedule, Timeiii) M/c Performance
Verifications Monitoring
iv) B/d Records and M/c iv) OEE Improvement
Performances

Quality Calculation Procedures

 Calculation of population size or lot size as per job card – as per input batch size
Lot size determination on the per stock
Selection of the Random Sample points, use of Random Table

Speciation and variation in inspection and testing procedures

There are sample of an industry inspection and testing based on following points;
Virgin Products
Rework Items
Seasonal effects on the product quality
Winter Season
On Process Quality Testing with Homogeneous data by formulating the testing procedures
Calculation in α and β errors and risks

Job Card / Batch Production

1) Existing Customer-wise
2) Develop to Products-wise Job Card
3) Customized Batch Production

Table No. 11: Documents verification Table

Existence
Sr. Requirement
Department Format List Verification
No. Verification Status
Status
1 Production Prepared Completed
2 Quality Prepared Completed
3 Maintenance Completed
4 Marketing Prepared Completed
5 Planning Prepared Completed
6 Accounts
7 Purchase
8 Dispatch

Table No. 12: Department-wise controlled documents/ formats / MIS/ Planning

DEPARTMENT-WISE CONTROLLED DOCUMENTS/ FORMATS / MIS/ PLANNING
Name of the Department:
Frequency /
Name of the Person /
Purpose Daily/
Sr. Departments Formats/ Code/ Ref. Employee / Verified
with Weekly/ Remark
No. / Sections Documents No. Authorized for Use
Format Monthly/
/ MIS Person
Yearly
1 2 3 4 5 6 7 8 9
Planning MM/PLAN/ Monthly
1 Billing Plan BILL/RPT / Billing Monthly
01 Target
MM/PLAN/ For Pending Weekly with
Pending
2 POENV/RPT Order of Daily
Order ENV.
/ 02 Environment Upgradation
For Pending
MM/ PLAN/
Pending Order of
3 POCTG/RPT Weekly
Order CTG Cooling
/ 03
Tower
MM/PLAN/
Ready For Ready
4 RG1/ RPT / Daily
Goods 1 Goods
04
Production MM/PLAN/ For
5 Plan Vs. PDVA/ RPT Production Daily
Actual / 05 Vs. Actual
Raw MM/ PLAN/ Planning for
Yield
6 Material RMP/RPT / Raw Monthly
Rate
Planning 06 Materials
Module MM/ PLAN/ For Module Weekly / as
7 Production MPP/ RPT / Production per Revised
Plan 07 Plan requirement
8 BOP MM/PLAN/ For Bought Weekly / as
Requirement BOPR / RPT Out Parts per
/ 08 requirement
MM/PLAN/ Overall
Newly
9 OEE OEE/ RPT / Equipment Daily
Added
09 Efficiency
MM/PLAN/ For
Gluing Newly
10 GLU / RPT / Production Daily
Production Added
10 Calculation
MM/PLAN/
Dispatch For Planning Newly
11 DSP /RPT / Daily
Plan of Dispatch Added
11
Trial Process
M/C Name – Product Name: Time & Manpower

Table No. 13: Sample Machine Trial Report Table

Sample
Test
Trial M/c Speed Times Testing Action Plan
Trial and
Time/ and Other with Nos. of the Result /
No. Trial
Duration Specifications of Samples Suggestions
Team
Sampling
10-11 10.05am 3 Accepted
Trial
12-1pm
-I
3-4pm

Employee and department achievement

Month / Quarter Name with Year:
Table No. 14: Departmental Achievement
Benefit of the
Organization
Name of the Descriptions
Sr. Name of the Solutions Action Plan and (Tangible & Non-
Team of Problems Remark
No. Dept./ Group Provided Implementation tangible) with
Members Identified
supporting documents
with Photo

List of primary data for software

1) M/c-wise production
2) Defects / rework / rejection
3) M/c Hrs. Utilization – manpower nos. and hrs.
4) Actual dispatch
5) Total Material consumed / used with yield rate

List of secondary data for software

Calculations of the following areas;
1) All MISs Data / Sheets
2) Customers Feedback
3) Performance Analysis

List of analyzed data for software

1) M/c performance
2) Efficiency of output
3) Analysis of the Data
4) Wastages/ failure / losses
5) Cost Data
6) Output Performance Data
7) MIS Data / sheets
8) Other Areas, as per the plant

Sources data and formats for the following MIS

Table No. 15: Source of Data for the following Reports
Sr. MIS - Name Sources Remark
No.
1) Production Format – Shift Report
1 OEE
2) Production Compliance Sheet
1) Shift Report
2) Quality Report
3) Production Compilation and compliance Sheet
2 Report MIS
(Loss and Production File, Plan vs. Actual and
Input & Output)
4) Physical Verification (Primary Data)
1) Shift Report
2) Quality Report
Profile and SFU
3 3) Production Compilation Sheet (Loss and
MIS
Production File, Plan vs. Actual and Input &
Output)
4 Plant MIS From primary Data

Find out existing system

Initial internal study ought to be conducted within the Unit, an internal study as per the national & international
benchmark on productivity and Quality.

Existing system & practices, technology, automation etc.

1. Cost, Customers and Quality
2. Manpower, Skills, Competencies etc.
3. Data, Recordings, Analysis and MIS

Operations & internal technical practices

1. Reduction in wastages of under and over capacity of sections
2. Inhouse and external operations
3. Man, m/cs and plant utilizations
4. Controlled and uncontrolled operations
3.7 FORMAT OF PLANT SELF AUDIT AND ASSESSMENT
Identification of the Gaps
Evaluation on a scale of 1 to 5. 5 being ‘comparatively efficient plant to brcome world class’ and 1 is
‘completely traditional’.

Table No. 16: Assess status and level of the Unit

Scale Description Score
Fully follows Lean and six-sigma principles in both
5 – More and Efficient/ communication and spirit and thereby enjoys benefits
Above 90%
Achiever / World Class of high efficiency, fully capable to fulfilling
customer’s requirement
4 – Largely Efficient/ Follows Productivity, Quality & Lean practices in
60 - 90%
Reached a Level many areas and continuously improving
3 – Moderate/ Follows a mix of Productivity, Quality & Lean
30 - 60%
Organized practices and started improving
Follows Traditional practices largely – just getting
2 - Beginner /Largely
aware of Productivity, Quality & Lean practices and 20 - 30%
Traditional
practicing in few of the areas as per the techniques
1 - Completely
Unorganized Plant without any analysis process Less than 15%
Traditional/ Struggler
AUDIT CHECK POINTS
Table No. 17: Self-Assessment Sheet
AUDIT REPORT OF THE PLANT
Self-Assessment Sheet

Verification
Check Sr. Assessment / Scoring scale & Points / Scores Assessor’s
Score
Points No. Measure guidance Documents Awarded Remarks
(a)

No Visual Board
1 0
is observed
Visual Board
exists, but without
2 1 Updated
Documents and
Records
Visual Board
exists, but with
1 3 Visual Control 2 limited
Documents and
Records
Visual Board with
4 3 Documents and
Records
Visual Board with
Updated
5 4
Documents and
Records
No proper
identification and
6 0
Not managed
with any standard
Some tags/ check
points seen,
7 1 identifying the
material in bins
/trolleys.
Proper tagging
with different
8 2
colour codes
exists
Route cards, with
9 3 proper tags and
check sheets
Materials as per
Identification of the Process Flow
2 in process is identified w.r.t.
material Challan / ID
numbers, job
10 4
cards etc. and
Inspection status
is evident, signed
by internal
inspection
Good system to
identify Work in
Process (WIP) at
various stages as
Under Inspection,
11 5 Re-work,
Rejected,
Accepted.
Traceability is
observable in the
plant
3 12 Continuous 0 No Concept of
Improvement Improvement
Techniques Techniques
 adopted in the
plant
Concept of
Improvement
13 1 Techniques
nobody
participated
Very Limited
Participation of
14 2
employees and
workmen
Participation but
Limited
15 3 Implementation
of Plan &
suggestions
Participation but
Implementation
16 4 of Plan &
suggestions in
Limited areas
Employee
Participation with
Implementation
17 5
of Plan &
suggestions with
Benefits
Premises & shop
Floor are not
clean and not
18 0
disciplined in
handling the
Wastages
Plant and Only
office area clean
but no discipline
19 1 in wastage
handling and
wastage reduction
concept
Only important
machines kept
clean and few
people are aware
20 2
on wastage
handling and
wastage reduction
concept
Only gangways
Cleanliness,
kept clean, most
discipline and
4 machines not
Wastage
maintained in a
awareness
21 3 clean state and
limited wastage
handling and
wastage reduction
started
Only selected
areas on shop
floor and office
22 4 clean and wastage
handling and
wastage reduction
started
Entire premises
including
workshops clean/
green exercise, 5S
and wastage
23 5
handling and
wastage reduction
started with
benefits
calculation
5 24 Maintenance 0 Only breakdown
system, TPM maintenance is
and OEE carried out and
not any OEE
Concept
Maintenance
schedules do not
exist but some
amount of
25 1 preventive
maintenance
activity is evident
and not any OEE
Concept
Maintenance
covers only
critical
equipment, and
26 2 maintenance
schedules are not
rigidly followed
and only aware of
M/c Performance
As above, but
maintenance
schedules are
followed. Stock is
maintained for
27 3
critical spares,
know OEE
Concept and
Uptime of equip >
80%
System in place
for PM of all
equipment and
schedules
followed. Critical
spare stock
28 4 maintained,
uptime> 80% and
OEE is above
50% as per the
types of Industry
with TPM Started
to implement
System in place
for Productive
Maintenance of
all equipment
including
predictive
maintenance. Rest
29 5
same as above.
Uptime>80% and
OEE is above
70% as per the
types of Industry
with TPM
implemented
6 Tools, Machines There is no
and other system to
Manufacturing maintain the
30 / Production 0 production tools,
facilities Equipment and
M/c List with
History
31 1 Only corrective
actions are taken
whenever
problem is
encountered, no
presence of
planned activity
and Equipment
 and M/c List with
History cards are
available to
limited areas
System is under
development,
however such
tools & check-
points are
inspected before
32 2 start of
production and
Equipment and
M/c List with
History cards are
available in the
Plant
First piece and
last piece reports
are made, acted
up on before start
of production and
33 3
New Equipment
and M/c
Modernization
under
consideration
System of such
tooling and M/c
in the pant with
34 4 proper inspection
are started with
Process SoPs are
made
M/cs in the plant
with proper
inspection with
Utilization are
recording and
inhouse Benefits
35 5 of New
Technology are
established linked
with market
demand and
customer
feedback
7 Productivity Internal rejection
and Quality levels are not
36 status 0 tracked, No
system for PPM
analysis
Level of internal
rejection target is
recorded with
37 1
PPM level and
Productivity is
counting
Level of internal
rejection is
reducing of
38 2
various sections
and M/cs and it is
recorded
Analysis on the
Reduction of
Rejection/
39 3
Rework / Repair
started by making
QC Teams
40 4 Analysis on the
Reduction of
Rejection/
Rework / Repair
 started by making
QC Teams with
RC Analysis &
7QC Tools
Analysis on the
Reduction of
Rejection/
Rework / Repair
started by making
QC Teams with
41 5
RC Analysis &
7QC Tools,
benefits are
received in
Productivity and
Quality
8 Records for Records and
Productivity, Formats are not
42 0
Quality and made, available
incoming and/ or used
materials Records and
Formats are
made, available
and used only for
43 1
rejections /
Rework / Repair
and no corrective
action is available
Records and
Formats are
made, available
and used only for
rejections /
44 2
Rework / Repair
and materials
wastages
recordings and
CAPA started
Records and
Formats are
made, available
and used only for
rejections /
45 3 Rework / Repair,
Productivity and
materials
wastages
recordings and
CAPA started
Records and
Formats are
made, available
and used only for
rejections /
Rework / Repair,
Productivity and
46 4 materials
wastages
recordings and
CAPA started as
per feedback
given for
variations
sources/ section
47 5 Records and
Formats are made
on 7 wastages &
rejections /
Rework / Repair,
Productivity,
materials
wastages are
reducing and
CAPA benefited
as per feedback
 given for
variations
sources/ section
Plant has not
planned in
48 0 Delivery and
controlling,
unaware of this
Delivery is
Planned as per the
49 1
Production Time
and Takt Time
70% Delivery are
50 2
conforming
Productivity Team
Availability of are made for
9
Control System Analysis and
51 3
Corrective Action
on Delay in
Delivery
Productivity and
52 4 Delivery
controlling stated
On Time Delivery
is 95% and Total
(Internal +
53 5
External)
Rejection is less
than 5%
No Process and
Section-wise
Work instructions
and safety check
54 0 points exists and
observed, of such
instructions not
made or
displayed
Work instructions
(WI) are made for
some selected
55 1 areas &
processes; but not
aware to follow
these
Work instructions
are making and
56 2
safety norms are
displayed
Review and
Work
Verifications of
Instructions,
10 57 3 Work instructions
safety and
and safety norms
other facilities
are displayed
It reviewed
periodically;
58 4 operators are
trained & plan is
followed
WIs are displayed
at work place are
reviewed
periodically and
being followed,
House Keeping
and safety in
59 5 specially in
processing plant,
Wastage
management/
Extract Effluent,
chemical
treatment facilities
are made
11 60 Method of 0 No Planning is
implementing developed to
engineering adopt these
changes in systems and has
production and no management
communication initiatives
No documented
system planned,
developed and
informs to the
61 1 shop floor when it
requires as per the
production / new
products and
alteration
Manufacturer/
production shop
floor is in the
process of
establishing this
62 2 system, has kept
management
informed in
writing about any
process and
operation changes
Process Planning
implemented but
result not
calculated with
success / failure
63 3
communicated to
the management
or management
have initiative in
these areas
System
implemented and
success rate are
increasing and if
manufacturer is
64 4
an OEM / supplier
all improvements
are
communicated to
Client
Process,
Operation and
System of
monitoring are in
place, 100%
communication
65 5
exists with
Original
Manufacturer /
Client while
implementing any
change
12 Management No Check points
of Quality and no audits
66 0
were developed
or planned
Check points and
67 1 audits are missed
to verify
Proper follow up
of check points
68 2
and audits are not
conducted
Proper follow up
of check points
69 3
and audits are
conducted
70 4 Check points and
 audits are
conducted and
modified as per
the changes
All Check points
and audits are
conducted and
71 5 modified as per
the changes, and
the scheduled
audits taken place
13 Manufacturer No Time analysis
involves Client and Takt Time on
Orders in the Customers’
change of orders, No Time
72 0
process of Operations,
balancing of
operations are
developed.
Reengineering,
Training,
Delivery / time
study / M/c &
Manpower Times,
73 1 balancing of
operations are
started. Failure
Mode Effective
Analysis (FMEA)
is not in practice
Delivery duration,
standard
operation time,
M/c & Manpower
Times and
balancing of
operations are
74 2 followed in the
plant. Failure
Mode Effective
Analysis (FMEA)
with high Risk
Priority Number
(RPN) training
started
Delivery Time
Improved after
implementation of
standard
operation times,
OTIF – On Time
75 3
in Full concept
started. FMEA
with high Risk
Priority Number
(RPN) training
started
All Delivery Time
Improved after
implementation of
standard
operation times,
OTIF – On Time
76 4
in Full concept
started. FMEA
with RPN training
completed and
connected with
C&M in the Plant
77 5 Reengineering,
Training,
Delivery / time
study / M/c &
Manpower Times,
balancing of
 operations are
developed &
continued in the
plant. (FMEA) is
started and
reviewed for high
Risk Priority
Number (RPN),
Process qualified
& operators are
trained
No Control and
Monitoring
(C&M) exist and
No process of
78 0
quality and
productivity
monitoring is
carried out
Recording
process are
developed for
79 1 C&M in many
areas, but not
followed for more
than one key area
C&M records
started but
verifications not
completed and
Formats are not
80 2
standardised and
operators/
supervisors
training, not
Implementation adequate
of controlling C&M records
14 and monitoring started,
system on shop verifications are
floor completed and
Formats are
81 3
standardising and
operators/
supervisors
training started,
but not adequate
C&M records
started,
verifications are
completed and
Formats are
82 4
standardising and
operator/
supervisors
training
completed
Monthly C&M
records
completed with
analysis & actions
83 5
on week areas of
performance,
retraining
continues
15 Quality Organized
Assurance and inspection and
inspection and Assurance
84 0
approval process not
process started or
observed
85 1 Organized
inspection and
Assurance
process started
 and such
approval is given
occasionally
Assurance
process is started
or observed as
86 2 per the sections
and departments,
training and
orientation
Technical Process
Assurance is
started through
7QC, Run Chart
87 3
in the sections
and departments,
training and
orientation started
Technical Process
Assurance
process in the
88 4 sections and
departments
through QC
Teams and PDCA
Basis of TQM is
started with a
Planning after
implementation of
89 5
Assurance
process in the
sections and
departments
Materials/ Items
are not
identifiable in
90 0
various Work
stations &
Sections
Material
identification
system exists but
91 1 number of lapses
& missing are
observed /
encountered.
System
developed, but
such
identification
92 2
Materials loses its identity
Identification after issue to
for its status as production and
16 Under sections
Inspection, In developed
Accepted, system some
Rejected stores materials
93 3
and maintenance
are seen
unidentified
In developed
system it is
followed, but one
94 4
/two cases of non-
conformities and
mistakes occurs
System fully
developed with
Tags in material at
all locations and
95 5
mfg. stages with
customer
complain items in
plant
17 96 Effectiveness of 0 No problem-
Human solving skills /
Resources evidence and
development utilization of
and Optimum practice seen
Utilization. Calculation of
Problem utilization and
solving ability problem-solving
development techniques used
97 1 in isolation
without any
concerted
systematic back
up
Supplier is in the
process of
developing HR
98 2
plans of which
problem-solving
training is a part
Training on
problem solving
is a part of
99 3 Human Resource
planning, but not
yet initiated.
Check time plan
Training in
problem solving
is a part of
Human Resource
100 4
in the planning
but coverage is
<100%, (check
effectiveness)
Training in
problem solving
is a part of
Human Resource
101 5 planning and
imparted to all
employees,
effectiveness
observed
18 Customer No system 5
Driven Plant / evident and
complaint evidence of
handling clearance of
102 0
mechanism conformities
(QDF) given by Internal
& External
Customers
Informal system
to handle
customer
complaints as per
the voice of
customers with
Organized
Formats, OEM/
Plant Corrective
Action Report
103 1
(PCAR)/
corrective or
premeditative
actions not in
focus and non-
conformance
given by Internal
& External
Customers/
Auditors
104 2 Organized system
on development,
 but informal
system is present
for handling
customer
complaints/
PCAR/ non-
conformance
given by
customers audit
are not cleared in
proper
Structured system
to handle
customer
complaint /
105 3
PCAR, but the
Corrective action
& completion is
not in place
Organized system
to handle
customer
complaint /
PCAR, the
Corrective action
& completion is
106 4
in place and
analysis started
with QDF
(Quality
Framework
Document)
techniques
Centralized
system to handle
customer
complaint /
PCAR, the
Corrective action
107 5 & completion is
in place, and
analysis started
with QDF
techniques and
implemented in
the plant
HACCP,
FSSAI, The Clauses and
Pollution process of various
19 108 Control 1 certifications are 10
Certificate for implemented and
special continued
processes
Plant applying
philosophy of
Lean Six Sigma,
Any Techniques to develop the
20 109 Lean and Six- 1 system as per 10
Sigma market and
customers’
feedback and
constraints
21 110 TOTAL

Find out existing level of the factory

1. Important aspect, the internal initial study conducted as per the above-mentioned check list
2. Assessment of the existing system & practices, technology, automation etc.
3. Where the plant stands in cost, customers and quality
4. What are the levels of manpower, skills, competencies etc.
5. Procedures in Data, recordings, analysis and MIS
So, the suggested focused areas would be
1. Reduction in wastages of under and over capacity of sections
2. Control the inhouse and external operations
3. Enhancement in Man, M/cs and plant utilizations
4. Controlled and monitoring of all areas mentioned in this chapter
3.8 PLANT OVERALL MONITORING MIS
Plant MIS is a monthly and yearly report of the plant, submitted to the management or to owner about the status
on all aspects of the plant related to all Resource Utilization, Manpower & it’s productivity. It may be in M/c
Utilization, in OEE, Inventory – RM, PM & WIP, Customer’s supply & demand issues, Quality, Production
batches, critical areas of the plant and also for monthly comparisons. All the unit of measurement may be in Wt.
or Financial units, and also with the suitable measurable units. Organization could use the Plant MIS as
scorecard by modifying or improving it.

Important aspects of Plant MIS

1) Standard period of calculation and presentation: Monthly, Yearly
2) A supplementary comparison sheet, also continue with the other MIS
3) It should be on the basis of production KPIs and /or organization parameters based
4) Major resources or total amount or price of the resources may be part of it
5) Optimum utilization or consumption of resources as per the Target level
6) Opportunity of generating internal benchmark and also comparison with industry benchmark
7) Important for strategy and planning for week result areas
8) Assist organization for better Target setting
9) Status on satisfying the customer’s requirement on price, delivery and quality
10) Enables plant for market driven planning and improvement
11) Monitoring the cost of production, cost centers and Quality
12) Process capacity, capability and system for monitoring the efficient utilization of technology.

Sample: Monitoring MIS as per customer Delivery and section-wise work Flow
It Includes various types of formats and MIS for better controlling and monitoring of the plant & shop floor.
Table No. 18: Sample Plant Monthly Assessment MIS

•A *<■. D*j«

Table No. 19: Sample Monitoring MIS, one of the plant’s overall resource utilization and production
ij=B“
:sr

ig~
iSl,

KAciul Dntxfch ■
Annual i*»< Pan Tarpai
<KfMrtM| I ’<M|

I Good'|wipro«e«
pad < D«fe»*ed

SME corner
It is essential, SMEs do maintain and apply the principles the efficiency and make it aware to the
plant peoples. Train the supervisors or managers about how to conduct the instant requirement of
any small studies in the plant. Importance of keeping records and data, entire planning for total
data, primary collection points. What types of productivity and quality data required? List of all
Formats and who will be responsible the data collection.

Develop Record and Data preservation procedures, soft copy or printed copy, nos. of Files for
documentation, and Data analysis procedures. After initial starting of recording, verify the data
and keeping procedures, so that it would be useful.

Listing the nos. of MIS to be used for the plant. Design the plant MIS internally or take the help of
experienced person.
Self-assessment questions

i) What are Principles of an efficient Plant?

ii) Which areas would your study in plant?
iii) On which basis, your collect your plant’s primary data?
iv) How you design the types of Documents and their process of data collection?
v) What are the standard contents of a format, documents and MIS?
vi) Which areas are most important for improvement in your Plant on the basis of Self Audit and Assessment?
vii) What is the usefulness of Plant overall monitoring MIS?
 Chapter - IV
Techniques
Of
Productivity Improvement
4.1 INTRODUCTION
Productivity is one of the indicators and a measurement of the workplace performance aiming at optimum
utilization of resources i.e. inputs for manufacturing and processing industries. Productivity is simply calculated
through the Ratio of Output vs. an Input or combination of Inputs. The higher the numerator i.e. output; the more
will be productivity. Various inputs are used for measuring the productivity, these are time, manpower, materials,
money, plant & machinery, energy consumption etc. Productivity is the first improvement; every manufacturing
organization want to implement and essential to start.

European Productivity Agency (EPA) has defined productivity as, “Productivity is an attitude of mind. It is the
mentality of progress, of the constant improvements of that which exists. It is the certainty of being able to do
better today than yesterday and continuously. It is the constant adaptation of economic and social life to
changing conditions. It is the continual effort to apply new techniques and methods. It is the faith in progress.”

Frederick W. Taylor (1856-1915) was the first man in history who deemed for work assessment by systematic
observation and measurement. It developed the measurement of standard times; which also adjusted with
applicable allowances as per the International Labour Organization Norms, aiming at incessant effort from
workmen. There are other Techniques used in Industry that are MOST (Maynard Operation Sequence Technique)
Study, MTM (Methods-Time Measurement) etc.

Productivity could be improved through the installation of new Technology and interventions of Techniques or
combination of both. Purpose of productivity is profitability, efficiency, better price to the customers by
reduction in cost of production, competitiveness, capacity improvement, on-time delivery, produce customer’s
quality and reduction in non-value-added activities.

In Productivity, the critical input/s are usually considered as input for productivity calculation, for controlling its
impact. After selection of input, the output is measured against this input/s on considering that utilization of
other inputs or factors are remain constant. Most of the Manufacturing units encountered the challenges to
maximization of the production at the shop-floor for increasing the productivity, to deliver their products/
outputs in a competitive price for additional returns, or for more profit in same revenue on the basis of current
capacity and fixed resources.
Process of selection of the productivity improvement tools, depends on the types of industry and its’ products &
operations. The most predominant industry practices for the measurement of productivity is based on time of
production with assuming the other factors/ inputs remains constraint. About the major used Techniques of
Productivity Improvement (PI), which is propounded by various industry experts, are described in this chapter.

Industrial Engineering (IE) techniques, one of the methods of PI based on calculating the production or output
norms, norms of manpower deployment and balancing the times of operations. IE, which based on
manufacturing engineering, analytics and machine learning; also used for the sequence of multiple operations in
a line or combination of various machines & operations and its simultaneity of various operations at various
locations or in same plant and at various sections. IE use the techniques of ‘Works Study’ which consists of
Method Study and Work Measurement. Method study is a systematic recording and examination of the existing
activities, operations and processes; it is also consisting two techniques time study and motion study.

Productivity enhancement supports to motivate the workmen for better earning, create a work standard, develops
workplace culture and boost morale through creating an even better company atmosphere. There are various
factors affecting the productivity, foremost of them are technical, managerial, processing, production set up etc.
Process of selecting the productivity improvement tools, depends on the types of industry and its’ products &
operations. The most prevalent industry practice for the measurement of productivity is based on time of
production, assuming the other factors/ inputs remains constraint and the major used techniques of productivity
improvement (PI), which is developed by experts and used in the industry are described herewith.

4.2 Approaches of Productivity Measurement

There are various approaches of productivity calculation in the plant, like unit level overall productivity, total
productivity, input productivity, money productivity, shop floor productivity etc. There are various significant
factors and parameters of productivity and its enhancement, some are described in the following figure.

Quality

Optimum
Jtilization of Time
Resources

Performance
Techniques
Overall
ficiency a n d
Capacity
Better, Control
and Monitoring
Productivity Overall Plant
Improvement Performance

I n s t a l l a t i o n of M e w
Mechanisedthe
H i g h S p e e d M/cs.
Operations
C A D , C A M , CIMS
Technology > 1
SCA D A . R o b o t i c s ,
lloT, C l o u d , L a y e r
Automization
Devices,Online
Pro d u ctivity An a ly ti cs

Figure 26: Approaches towards Productivity

4.3 The Major available techniques for productivity & performance enhancement and their applicability
The most used techniques for productivity are a combination of many sub-techniques or tools. It is applied as per
the factory productions and use of technology; some specific techniques are described in the below table. which
are used for productivity & performance improvement;

Table No. 20: Techniques / Implementation Studies

Most
Techniques of applicable to
Sr. Outcomes for the
Productivity Technical Tools the Types of
No. Organization
Improvement Industry/
Production
Method Study, Work Minimization of Man &
Measurement, MOST, Material Motions,
Mostly
MTM etc. Develops standard time,
Labour-
(Manufacturing balancing of operation
Intensive
Engineering, Analytics, time, one-piece production
Industries and
Industrial time, work place layout
1 machine learning. CAD, all Mannual
Engineering and control of human
engineering economics, Operations
motion in the shop floor;
Financial engineering, and / with
manpower norms and
Human factors, combination
plant layout. It includes
Engineering management, with M/c
Production engineering,
sciences etc.) planning and management.
Reduction in various types
of wastages, do value
analysis, application of
techniques and apply tools
of Toyota Production
5S, Kaizen, 7QC Tools, System. Design formats for All Industries
Lean SMED, Poka Yoke, VSM, data acquisition, statistical in
2
Manufacturing Cellular Manufacturing analysis of data, training, Manufacturing
etc. standardization of all and Services
practices, develop
controlling system for
sustainability and benefit
calculations etc., are
included in this technique.
3 TQM – Total Quality Assurance, Develop a procedure of Large and
Quality Overall organization customer driven quality, MSME
Management quality, Customer application of organization Production
oriented quality Strategy, quality practices, business and Services
and for Solution of solutions, quality
Business problems assurance on product and
overall common quality
standards for internal and
external customers, and
suppliers.
 Organization Quality
system with Zero Defects,
application of PDCA,
ANOVA etc.
Implementation of 8 Pillars
of TPM, establish TPM in
the Organization, improve
in overall OEE of the
Large and
organization, Reduction in
Improvement in MSME
Inventory Cost, Training,
TPM – Total Equipment and System Production
Develop Organization
4 Productive upkeep / availability, with Most
based on standard TPM
Maintenance Reduction in B/D, various uses of
practices with steps, &
Losses and Failures Equipment
procedures for
and Machines
maintenance manpower,
M/c, analysis, process
control charts, formats &
checklists etc.
Implementation of Six
Sigma as per the
Measurement and
constraints of business,
Analysis of procedures, Large,
customers and process,
measure Process Medium and
define the development
Capability, Testing, Small
5 Six Sigma projects, establish the
Improvement, Control & Manufacturing
measurement techniques,
Monitoring, FEMA, QFD and Service
analysis of data & testing,
and procedures of various Industries
improvements and
Testing
controlling the
improvements etc.
Application of technique
for making a smart factory
aiming at cost effective,
optimum utilization of
resources, better planning,
Machine Intelligence, Big
improvement and control
Data, Industrial Internet Large,
Develop Smart of improvements. It refers
on Things, Robotics, Medium and
Factory for the Zero Defects and Zero
6 Simulations, Simulations, Small
Smart losses making factory.
Additive Manufacturing, Manufacturing
Manufacturing Application of Smart
Augmented Reality, Industries
Manufacturing system in
Cloud computing
the Smart Factory as per
cost benefit analysis and
market driven plant. It is
an investment based long
term business decision.
Develop and Base for New
Product Development,
New Plant in other
country, Process Study and
Design and Testing of
Verifications, Experiments, Large,
new Products,
Lab Testing - Data & Medium Scale
Research, Experimental, Non-
7 Analysis, Business, Market Manufacturing
DoE, Taguchi experimental Researches.
and Customer Research, and Service
Qualitative and
Testing etc. Industries
Quantitative etc.
It is also use for market,
customers, products,
country and economic
study and Researches.
Measure of Organization
Performance,
Large,
Departmental
Assessment of Develop Performance Medium and
Performances. Scorecard
Organization Parameters to develop Small
8 based organization
Performance Scorecard as per the Manufacturing
strategy and corrective
Parameters Functions and Operations and Service
action; resource utilization
Industries
is significant use of
Performance.
Business strategy and
foundation of the Large and
Malcom Baldridge Model
Organization organization on high level Medium Scale
and Preparation on
9 Business quality and business Manufacturing
Deming Quality
Excellence performance aiming at, to and Service
Excellence
be a world class business Industries
performer.
4.4 Productivity Inducing Factors
There are various Factors which influences the productivity in the factories. It could be classified into two
categories: (1) controlled factors, which are internally controllable and (2) Un-controlled factors, which may not
under control of the organization.

trolled by plant
nagement and yuaiiLy, i i i JULb, ei i e i y y , t>cicc l i i ul
authorities techniques, c&m, managerial and leadership etc.

Country industrial policies, infrastructure, market,

Not under control trade & commerce, land & labour, natural
of t h e plant resources, inputs, labour, social changes, rules &
regulations etc.

Figure 27: Controlling factors of Productivity

4.5 Purpose of Productivity:

Productivity improves standard of living

Additional and improved in productivity, have direct link with the income of people
Under increased productivity level, factory supports, enables to increase the income of the employee which
eventually enhance the purchasing power of the people
More income in the common person’s portfolio, always increases the purchasing power which directly
impact on demands of other industries
Spending on necessities and other areas like on cloths, luxury items, children educations etc., creates more
demand for horizontal and vertical linked industries
Improve in life standards, supports other industries to grow with more income to their engaged people,
which creates the demand of this industry, where the productivity is improved.

National saving
More productivity means better utilization of resources, it saves the resources of a country with reduction in
wastages. Japan is an example; country always plans to save the resources to be cost effective and for
internationally competitive. Resources are the treasure of a country, and outputs also a treasure, so more
productivity increases with lest use other treasures. Improved productivity is value creation for any country,
reflects in its GDP.

More Investment for more Industrialization

Productivity have long economic linkages effect in the country’s industrialization. Automobile, Port etc. have
long backward and forward linkages on country’s growth, employment and infrastructure. More industrialization
attracts more investment in the form of domestic and foreign direct investment.

Productivity provides the efficient production, for cost effective products, better distribution system, provide
competitiveness in domestic and international market. It also has linked in industry and agriculture productivity
with country’s efficiency and advancement. It is one pathway to be a developed country, through growth in GDP.

As per the ILO, higher productivity provides ways for raising the standard of living by:
1. Larger supplies of both consumer goods and capital goods at lower cost and prices
2. Higher real earnings
3. Improvement in working conditions, e.g. by reduced working hours
4. In general, strengthening of the economic foundations of human well-being.

Productivity improvement in industry

Various proactive decisions influences productivity in industries, many of them are dependent factors of the
productivity, these are;
1. It depends on proper policy, techniques, and technology
 2. Contingent on the inputs, working environments and on decisions making
3. Industries where labor and capital costs are low as compared to the material costs, better use of material
enables the and plant with greater scope of cost reduction.
4. Countries where capital and skilled labor are in shortage as compared to unskilled labor, increase in output
be a contingent on machine or skilled worker.
5. More numbers of unskilled workers may be beneficial, if by doing so an expensive machine could be
replaced or, when the skilled craftsmen are unable to increase production.
6. Decision on productivity is a comparative analysis based on the which combination is more productive, as
per cost effective output, particularly when plant is not fully automated.
7. In any productivity improvement, management and supervisors ought to be apt and well conversant on
techniques.

Government’s responsibility
Any country and its government can generate favorable conditions for promotion of productivity, these effective
areas are:
1. Country’s industry and productivity / manufacturing policy
2. Awareness and programs on industrial productivity, performance and economic development
3. Sector-based industrial planning on promotion
4. Balance on Technology and necessary steps to maintain employment
5. Make responsible industrial associations
6. Make opportunities for industry’s competitiveness through productivity.
Last point is specifically imperative for a developing country like India and SACs. Based on productivity, the
less developed countries could progress through country’s policy on industry, productivity and entrepreneurship.

Management’s responsibility
1. Managerial responsibility is the core factor for raising productivity in any organization
2. Design and implementation on organization’s productivity programs
3. Management creates a positive environment and obtain an amicable relation with the employees
4. Decision on Techniques and continuous improvement
5. Encourage and involve Trade unions its members to provide support and co-operation when the
productivity program is beneficial to workers, as well as the organization on the whole
6. Lead the organization through productivity for best utilization resources, for increasing productivity of
resources and more employee earning
7. Control and monitoring the operations, and supporting activities with techniques and processes
8. Effective technical decision on production processes, resource combinations and disciplined way to run
the factory relies on managerial proficiency.

Productivity of material
At the planning and design of material usage:
Improve yield rate and ensure the least consumption of material
Procurement of equipment and machines with cost effective and such that consumption of material
should be economical.
At Operation stage
Effective selection of correct process
On time completion of operations with right use of the process
Operator’s training for skills
Manage the flow, handling and storage of products at all stages
Manage of times with no delay and waiting time, reduce damages during transfer.
Productivity of Land, Machines and Manpower
Effective utilization supporting inputs / factors, like plant, Machineries and Manpower to maximize
productivity
Better utilization, resembles to cost reduction with productivity
Optimum Utilization of Manpower means to reduction in the cost of manpower
 Proper Layout planning for Land/ plant productivity
More M/c availability with performance
Maximize output in a certain man-hour; machine-hours etc.

4.6 Factors tending to reduce productivity

Work content added due to the unplanned product design and production, reduces the possibility of more
productivity, following are some causes for it:
Lack in the product or its component design, such that it is impossible to use most economically in the
production processes
Lack of standardization of output
Incorrect quality standards
Excessive removal amount of required materials
Lack of managerial skills
External unfavorable factors etc.
4.7 Ineffective time due to management
Lack of estimation of standard time of various operations and processes
Ineffective production planning and control
Uncontrolled changes and over-times
Unnecessary waiting times between operations
Due to huge WIP overlapping during the production
No measures on wastages of resources and outputs
Less quality driven production
Loss due to plant breakdowns
Skills and competencies are not identification or upgradation
Work Flow not reviewed and updated
Low workmen morale and safety
Ineffective use of technology by untrained manpower
Productivity improvement techniques are not applied in production for a long time

4.8 Ineffective time within the control of worker

These are the times which workers don’t use effectively;
Less intention to follow and maintain the officially and study based developed standard time of
operations
Mistakes and defects occur during the production
Motivated by unions for lateness, idling at work etc.
Unprofessional attitudes in the plant
Not good relation with management and workmen
Not understand, the meaning and process of productivity

4.9 Principles for Improving Productivity at Work

Productivity principles are reflective, may not be always strategic but valuable for planning and workplace
interventions with action;
1) It follows the law of diminishing returns
2) Productivity should be purpose driven
3) Limits the external distractions
4) Identify the priorities
5) It is a teamwork effort and work
6) Prepare the backup plan
7) Control the speed for productivity
8) Prepare methods for measuring the productivity
 9) Be optimistic on the planned and applied techniques
10) Plan for better steps in next time.

4.10 Measurement of productivity

Table No. 21: Measurement of Productivity
Unit Level Overall Productivity
Aggregate / Gross Output – G, may
be Gross Sales
Aggregate / Gross Input - C, all
Costs
Productivity, P = G/C. Profit, π = G-
C Griag, Harris and Sumanth.
It is broadly used by the units on
apparent measurement for
utilization of the Funds
Total Factor Productivity
This is calculated as per the ration
of the total value-added output vs.
labour input.
Total Value-added output derived
from subtracting the input materials
from the total or aggregated output
in monetary units.
Total Factor Productivity, TFP is as
follows;
If, Sales of the base period = S
Inventory in beginning of the period
= I1
Inventory in the end of the period =
I2
Items manufactured for own use =
N put I during the period and hi = base
Exclusions (material input in money
+ rents) = E
Total Productivity
This method utilized at Industry,
enterprise, sector level productivity
calculation. This approach
developed by Kendrick and Creamer
and it subsequently developed by
Xi = number of units produced, i -
produced during a period
Yi = the base period price for
product i, in rupees
For each product, multiply Xi by Yi
and then the aggregate of (Xi, Yi) of
all products, to obtain, Aggregate
output Z = ΣXi, Yi, in rupees
Aggregate input will arrive by
converting all the inputs resources
separately from physical units to
rupee/ monetory value. Mi =
quantity of material i used during
the period for producing the
products and Ci = cost per unit of
raw material i in the base period/
year, then M = ΣMi, Ci.
For Labour/ Manpower Input, L =
ΣLi, hi, where li= number man hour
year hourly wage rate or Manpower
cost.

Value added output, VA = S + (I1 – Capital and Land input, K = ΣDi +

I2) + (N – E) AI + R
TFA = VA / (Labour + Capital) Di = Description (in rupees) for the
Other Procedures are; fixed asset i
Return on Investment (RoI) = Profit I = Cost of capital in base period in
/ Investment percentage
Material Productivity = Total A = Total working capital in the
Output / Total Material Cost period in rupees
Productivity of Land, Building, R= rental or equivalent of the value
Machine and Manpower of land in base period
Capital productivity = Aggregate Find the aggregate Input, I = M + L
Output / Capital Input +K
Labour productivity = Aggregate Productivity = Z/ I
Output / Labour Input
SMEs used to calculate productivities at the workplace. It is on Per Hr. per manpower, or per day basis of the
output on a Machine, Lines, group of operations, i.e. X units / Hr./ Manpower or Machine as per the constraint /
critical factors in the factory and per the inputs. For combination of various inputs and outputs, it is as per the
aggregate cost of the materials vs. aggregate output.

4.11 Fixation and standardization of the times of operations and processing

The study in time and motion which described in next pages, are the part of work study, for reducing the
operation time and enhance the manpower performance. This technique applied with combination of the Time
study in Work, described by Frederick Winslow Taylor; with the Motion Study in Work, propounded
by Frank and Lillian Gilbreth (the same couple as is best known through the biographical 1950 film and
book Cheaper by the Dozen). With it, there is a major part of scientific management (Taylorism), after its first
introduction, time study developed in the direction of establishing standard times to fix the times for workmen
and operators who could understand what should be the times of operations at workplace.

Although motion study evolved into a technique for improving work methods to reduce the times. These two
techniques integrated and improved into a widely accepted method which is applicable to the improvement and
upgrading of working system at the shop floor. This integrated approaches in the working system enhancement,
is known as methods engineering, and these are included and taught in the Industrial engineering techniques.
These concepts are applied today to industries as well as service organizations, including banks, schools,
hospitals and other essential sectors of public services.

The concept and identification of ‘Work content’ with ‘Ineffective Time’ and improvement techniques assists
on how to reduce the work content and ineffective times. As per the thought of ‘Work Study’ of ILO, the
objective is to formalize the concept of ‘time to produce one unit’, in a certain level of technology. One could
assume that, it is possible to define a theoretical minimum of such times, to which some additional and
ineffective times may get added, then approach of raising productivity could be looked as a drive for
approaching towards the theoretically minimum.

As per ILO, Basic work content is the irreducible minimum time theoretically required to produce one unit of
output.
Total Work Content = Basic Work Content + Excess time

Excess Time = Time due to defects in design or specification of the product + time, due to inefficient methods of
production or in operation.

As per ILO, Ineffective time is the time for which worker or machine or both are idle due to the shortcomings of
the management or the worker.

Production Time
Basic Operation Times of
the Work Contents

Total Effective Time due to Defects and

and Work _______Rework
Content Time
Addition in work due to
Total Time of Ineffective Methods in
Manufacturing and
Operation on Operations
Existing System
and Process
Ineffective Time due to
shortcoming and
Total Ineffective constraints in Managerial
Time and Business Process

Ineffective Time due to

Workmen, controlling by

Figure 28: Total production Time in any prevailing system

 Additional Work r t
and Times Additional Work Effective
D u e to a n d Times Utilization of
Unchecked D u e to Defects, Time, Methods
Methods, Designs, Quality and Standards
Table No. 22: Basic work
contents / operations
Basic Work Contents / Operations
Improper Design
Not conducive for Economic Time
Absence of Standardization
Fluctuation and uncontrolled in Operation
Times
Lack of Quality Standards
Created Defects/ Rework/ Rejections
Content of Unimproved Design in Products and
Total Executions
Working Develops Excess Materials and Over
Times processing

Wrong Machines and Technology

Bad Executions / Completions of Operations
Improved / Wrong Tools
Bad Working Conditions
Unstructured and Unplanned Layout
Long Time Unimproved Working Methods
4.12 Recoding and monitoring / follow up procedures
Factory managers and productivity team, records and monitors the various additional times occurs during the
production. They control the times of operations as per their experiences and understanding at the work place,
plan with workmen skills, informing then times, and process of working with the support of various line
activities etc.

But, as described earlier, work study is used in the factories for measuring the standard times of operations.
Define and fixation of standard time follows a method which is described in this section and in next pages, which
descried in a sequence.
4.13 WORK STUDY
The definition of Works Study as mentioned in the British Standard glossary is as;
Work Study is generic term for those techniques, particularly, method study and work measurement, which are
used in the examination of human work in all its context, and which lead systematically to the investigation of all
factors which affect the efficiency and economy of the situation being reviewed, in order to effect improvement.

Work-study is the basis for work system design. This follows for improving the existing sequence of operations
and proposed ways of calculating & developing the works and establishing standard times of working, that would
be performed by operators or workmen.

Work-study is encompassed by two techniques, i.e., method study and work measurement.

The other definition as describes in the British Standard glossary (BS 3138) are as;

“Method study is the systematic recording and critical examination of existing and proposed ways of doing
work, as a means of developing and applying easier and more effective methods and reducing costs.”

“Work measurement is the application or techniques designed to establish the time for a qualified worker to
carry out a specified job at a defined level or performance.”

Works Study

r ethod Study Work Measurement

Motion study ■ Sarnp |i n g ■ Time Study

For Production and Manpower Norms

and

Figure 29: Work study Framework

4.14 Process for Time Study and Manpower Norms

The process is followed by the industries to develop the production and manpower norms, as per the feasibility/
& applicability in their plant:
Now a days, works study is used in the plant to develop the Norms of production and manpower with effective
utilization of times. In a labour intensive plant, works study is the most significant tool for productivity
improvement. Most developing countries are still labour intensive so far, due to earnestness in employment
generation in that country, growth in the per capita income, investment constraints, cheap labour, rural
employment, handicraft oriented and local input-based industries. Works study is an important technique to
apply to standardize the Hourly and daily output for better productivity in those countries.

Work study is a technique for enhancing the capacity and productivity of the factories through elimination of the
wasted times and balancing of operations. It is a technique to identify the non-value adding times, for detailed
identification of all the factors, that affecting the execution of working times & methods. It is the only method
started century before, for a true measurement, with a systematic procedure-oriented technique to establish the
operation times with a possible standardization. This study also contributes to the overall saving of human
efforts, labour costs, price and as the savings will incurring and continues in overall plant operations and
products. Method study and work measurement being a part of work study, still contributes to large industries for
developing these Norms.
4.15 Advantages of Work Study (WS)
Following are the advantages of work study:
1. WS helps better utilization of time and other resources
2. It is used for balancing of operations in the production flows and assembly lines
3. WS is the key to solve the interrupted flow of production
4. It helps the plant to develop the production norms as per the time, man and machines
5. Reduces waiting times due to unbalanced times in the shop floor
6. Helps to reduce the cost of the product & production, by eliminating waste and unnecessary operations
7. Assist for betterment of Production Planning and control
8. Improves worker-management relations
9. In improved productivity, factory fulfils in delivery commitment
10. Restores better working conditions
11. Develops better workplace layout
12. Improves and assist the plant by establishing the standardisation, control and simplification
13. Through WS, factories develop the standard time for the operations and jobs
14. It helps for manpower planning, production planning and for customer commitment
15. For Mannual Operations, WS is the key techniques for productivity improvement.

4.16 Principles of WS
As per the expert view, following are the principles of WS.

(1) Better design of plant, equipment and workplaces

(2) Less fatigue of workers by avoiding unnecessary movements of manpower
(3) Better working conditions and environment for workers and employees
(4) More effective utilization of materials, machines and manpower and money

4.17 METHOD STUDY (MS)

Through MS, industrial engineering section and engineers do the Production Planning. Industry use the MS for
systematic analysis and elimination of the unnecessary or non-value-added operations to achieve the basic work
contents, method for performing the operations and jobs.

Method study concerned with the broad investigation and improvement of a shop floor, the layout & design of
equipment and machines and the movement of men and materials. Motion study is an analysis of the flow,
processing of materials and the movements of men & materials, at various work stations.

There are several processes in method study from breakdown an operation or process into the component
/elements, through systematic analysis. For carrying the method study, the right training and aptitude is
necessary. True practice of method study requires:
1. Understand about plant and procedures
2. Human factors
3. Result oriented approach
4. Production details of items, operations, scheduling, flow and sequences
5. Plant layout, materials movements, work stations and workmen etc.
4.18 Objectives of Method Study
As described in ILO, the objectives of method study are:
1. Improvement in the use of men, materials and machines
2. Improvement in process and procedure
3. Improvement in the design of the plant and equipment
4. Redevelopment and improvement of plant Layout
5. Better material handling, flow of operations, production and process
6. Economy of human efforts and reduction in unnecessary fatigues
7. Improvement in safety and better work environment.

4.19 Scope of Method Study

The use of method study may not be restricted only in the plant, production and manufacturing units, rather this
technique could be used in-service sector as well for their effective services. It can be applied in customer’s
services, distribution & delivery of goods, offices, hospitals, banks and other services in organizations.

Method study are applied successfully in the shop floor, helps in the areas:
1. Plant efficiency in work methods and procedures
2. Plant layout design with sequencing in doing the work, which is the best utilization of MS
3. Uninterrupted material flow at work stations and no congestions in the floor
4. Improve in the working conditions and possible increase in labour efficiency
5. Reduction in ineffective production time with the systematic reduction of unnecessary methods
6. Steps towards optimum plant utilisation and material utilisation
7. To some extent, it reduces the production cost.

4.20 MOTION STUDY

Motion study is a systematic way of determining the best method of doing the work by inspecting
the motions made by the worker or for the machine. As per Gilbreath, it is the science of eliminating the
extravagance motions happens unnecessarily. Gilbreath contributed with 18nos. of basic motions of a worker,
these motions are known as therblig (in Fig. - 33).

Motion study is required for the best and economic method of doing the work by workmen with man and
machine by analyzing their motions. It is also scientific method of eliminating the unproductive motion in the
operations and processes. It is based on same systematic process of recording, analyze by expert, put into
practice with standards and develop the system for productivity. It is based on the techniques developed by
Gilbreth of 18 basic motions, therblig.

4.21 Principle of Motion study

Principles of motion study are;
i) It related to human body
ii) Develop workplaces
iii) Relates to design of tools and equipment
iv) Relating to goods transportation
v) Focus on time saving.

4.22 Procedures involved in Methods Study

The basic procedures of method study consist of the following steps.

1. SELECT the problems, which are related to the studies and define the work and working areas
2. RECORD the facts relevant to the problems in the study areas
3. EXAMINE the facts critically without a bias and sequence of occurrence with the suitable techniques
applicable for the study
4. DEVELOP the most practical, economic and effective method considering to all depended & in-depended
facts and situations
5. DEFINE the new and alternatives methods, to be identifiable with economic & effective method
6. SELECT the best method as per decision making procedures with concerned functional areas and people, like
management, supervisors and workers
7. INSTALL, adapt the new method as a standard practice and create awareness, orientation and train to the
concerned people
8. MAINTAIN the new standard methods on regular and not go back to the previous situation and method.
It is very much easy to observe the method study, but difficult to develop and implement. It requires the in-depth
understanding and repeated practice.

4.23 Selection of the Job in Method Study

There are several problems in the units, particularly for SMEs. It is may be related to inputs – Raw materials &
Manpower, process, output quality etc., but the main consideration would be the cost centres and over expensive
areas. Focus should be on the production challenging and costing areas, like defects, rework & rejections, low
productivity due to less utilization of resources, human motion and internal transportations. In addition to
unplanned layout, WIP in the workplace, unbalanced sequence of operations, inventory and working conditions.
Units should consider these areas to improve and reduce for more productivity and plant capacity.
4.24 Factors in the method study for selection of jobs
In ILO, the selection of method study depends on the following factors:
1. Economic aspect
2. Technical aspect
3. Human aspect

1. Economic Aspects
Economic aspects depend on the cost and expenses with time. It is important from return from investment and
losses due to waste. The Money and time, which are involved in the production should be retuned on time. The
following are the considerate economic aspects for selecting a job for study:
i) Projection of short and long-term gain
ii) Bottlenecks in operations, which makes waiting times for other operations
iii) Economic utilization of human effort, and labour cost of operations
iv) Qualitative output with reduction in scrap or defectives
v) Effective utilisation of resources
vi) Movement of materials, reduction of internal transportation

2. Technical Aspects
To select the technical aspect of the job or study, expertise on the technical knowledge very much required. The
technical factors are as follows;
i) Bottleneck operations from M/c and on M/c speed, efficiency, M/c operator’s expertise
ii) M/c Availability and running time for the production in the shift
iii) Selection of correct technology for M/c and equipment
iv) Enhance the M/c efficiency with quality and performance
v) Idle times of M/cs and causes etc.

3. Human Considerations
Human reactions should be consider related to anticipation of mental and emotional on the investigation and
change in the method. Human aspect and reactions are important areas, considered in the method study;
i) Education of Trade union’s representatives and operators on the general process and principals of method
study
ii) Reactions on changed method
iii) Understanding benefits of both sides
iv) Safe and amiable working environment

4.25 Recording, examine and develop techniques under method study

When selection of the job completed, the next import systematic recording of all the facts in the existing
working process and system, critically examine each recorded analysis to eliminate each unnecessary and excess
element in the operations and to develop a speedy and optimum or best method to execute the jobs.
There are various methods of recording the jobs, to avoid the difficulty of recording for detailed recording the
jobs in precise also. The recoding must be easily understood by all method study men, implementors in areas of
the factory is located in any part of the world. Recording techniques should be simplified and have standards in
the same factory, too easy to understand.

There are various chart and diagrams are used in the method study, as follows;
4.26 Most commonly used Charts and Diagrams in Methods Study
There are many charts are used in the method study. These are used as per their applicability in the shop floor
and production processes. When charts are preparing, it should be serious to care to include all movements,
operations etc., so that, no elements should be missed. Actual Facts should be understood by observing the charts
by the concerned manpower in the plant. Every chart should be identifiable separately by name, date of
preparation, revision and prepared by person and team with time and distance, scale whichever is necessary.

Types of Charts and Diagrams

Diagrams

Flow diagram. String Diagram. Time

Macro Motion Micro motion Travel Chart/ diagram

Flow Process Chart. Two

-1
Handed Process C h a r t ] Micro Motion Chart.
1n rii—— 4-irxLir- t— r- l* . I—4- ft.Cl I l4-i ■ I > fl. Fi' ji4-i j I
SIMO Chart

Figure 30: Types of Charts and Diagrams in Method study

Types of Charts
On the consequences of use in the industry, charts could divide in two categories; one, Macro motion charts and
second, Micro motion charts.
Macro motion charts are used for the study of macro motions and, to study the micro motions, it uses the micro
motion chart. Industry use stop watch, videography and software to capture the motion. Any tools could be used
for measuring the macro motions and micro motions.
4.27 MACRO MOTION CHARTS
Macro motion is comparatively more related to cycle and operation times, the four charts are used to observe
and assess the macro motion;

1. Operation Process Chart

This process chart shows the

overview of the operations in the plant and it may realize the view of bird’s eye. It shows the major activities or
operations for inspection, and also it is used for two cryptograms i.e. symbols of operation and inspection. It is
important to understand the sequence of operations and its inspections, in graphical display and points out, what
materials are distributed to which place, for the inspection, and to identify the which operations are selected, for
detailed study as per the requirement in the plant

2. Flow Process Chart

Figure 31 : Operation and Process Flow Chart (not
in symbols) As per ILO, Works study, A flow process chart is
process chart setting out the sequence of the flow of a product or a procedure by recording all events under
review using the appropriate process chart symbols. It can say, it is symbolic display of the operations and
process of a product or production. There are various types of Flow process charts.

i) Material type flow process chart – it shows the materials flow in the operations and process in the shop
flow with value addition, treatment or handled
ii) Man-type flow process chart – Flow of activities and operations by the man
iii) Equipment type flow process chart - Flow of the use of equipment.

The flow process chart is useful to the areas:

i) Visual understanding of all processes
ii) Sequence of process to perform by the workmen or operators
iii) Easy to identify the extra, unused and missed processes in the production
iv) Reduction internal in men or materials travel and internal transportation times
v) Standardization of the operation flows and sequences
vi) Find the causes of delay, waiting times in the production process
vii) Spot, inspection and identification is comparatively easy of the materials in the total flow with completed
and uncompleted operations,
viii) It may help to reduce the total operation time and cycle times also.
 Ex: Two-Handed Process Chart

i HH
-lb
pfp

i
i ihi

Process flow charts is developed as like the operations flow

chart by displaying the sequence of operation one below another and joined with by the vertical line. It is
graphical presentation of the process or activities with brief description of the right-hand side and in left will be
for symbolic activities and time or distances.

Two Handed Process Chart

Figure 32: Two Handed process chart,
collected Two handed process chart shows the recorded activities of the
workers with the operative movements of the two hands, feet (if it is used) or the static in the relation to another
during the completion of the operations. It shows the graphical presentation of the sequence of movement and
activities of the workers. This process chart shows for single place of working or work station.

It is important to understand the sequence of movement and

activities in the repetitive work and to design the workplace layout of the work stations. It is used in the
assembly lines in component making jobs, helps for positioning the manpower, jobs and next operations.

4. Multiple Activity Chart

Figure 33: Workstation Layout Multiple activity charts include the worker, machine and equipment
by using the time scale to understand the interrelationship. It also shows, what are the use and activities of these
on a same process completion time. It helps to identify the engagement & idleness of these three during the
operations. It also helps better use of manpower, Machine and equipment, improved engagement and number of
machine and equipment that one manpower could handle.
4.28 MICRO MOTION Definition, Purpose and Advantages
It is very repetitive and quick motion with very short operation time. So, this motion should be difficult to
observe in best possible way, so operators could do it without effort.
M u l t i p l e Activity C h a r t

Qparatoi C

Hi 1 A
T rrie (itwiuCmJ

Figure 34: Multiple Activity Chart, collected This

short cycle of operations which requires very speedy and quick movement of hands and limbs with accuracy. It
requires accuracy in study with using two hand process charts. The records should be microscopic details of
operations, transport and inspection also. This micromotion technique was developed by Frank Gilbreth who
measured the operation consists of minute elements, where it would be in repetitive or non-repetitive. This
concept used the terminology of these elements as Therblig (after his name Gilbreth, it spelt bank word is
Therblig). This study assessed the relationship with operators and machines with jobs, so that unnecessary
movements and elements could be eliminated. It is also important to develop the synthetic time standards for
various elements.
By this this study, quick working operators could develop their standard methods for quick execution.

Micro-Motion Study Chart

Stdll 11 Um-

Find Disassemble

Select Inspect

Pre posit inn

Hold Release Load

Loaded Unavoidable Delay

Transport Empty Avoidable Delay

Position Plan

Assemble Rest

It is very short time activities with micro

movement or motions and it represents in a technique called Therbligs. The symbols of therbligs are as follows
(fig.; 35);

Figure 35: The standard symbols used in representing

the 18 therbligs The purpose of micro motion study is, to optimise
the motion of the workers and try to economise the sequence of movements and motions. For this reason, the
techniques of therbligs is developed by Gilbreth with 18 basic hand and eye movements. Every movement is
symbolized and colour marketed during the recording. As the movement is very quick, the process used to
capture the motion through filming the movements for a certain duration to observe repeated actions, noting the
motions and analyse them from video or film.

SIMO Chart
Simultaneous motion cycle chart (SIMO chart) is another process to record and analyse the micro motions. It is
also one of the micro motion charts with small elements and cycle time devised by Gilbreth with separable steps
of each pertinent limbs of the operator for the study.

It is recoded simultaneously of the various therbligs performed by various parts of a human body on time scale.
The recorded times are measured by the unit ‘winks’, 1 wink = 1/2000 minute. It is used for eliminating the
unnecessary or unproductive therbligs from the motions and modified sequencing in the assembly.

S.No. Left hand description Therbtig Time Therblig Right hand

1. Searching a n d lifting SH. H 400
work piece.
400 U Opening t h e vice
3. Clamping work piece in PP 800 PP Clamping work
vice piece in the vice
400 Take the file.
5. D o the hand filling U 2000 u Do the h a n d filling
operation. Operation.
6. 400 TL Taking the
micrometer
Check the dimension I 1600 1 Check the dimension
400 U Open the vice
9. Remove the work piece TL
SIMO CHART
400

Department: …………………………………. Film No…………………

Operation: Finish hand filling
Charted By…………….. Date…………………………………. Operator………………..
Figure 36: SUMO Chart (collected)

Symbols of method Study

O - OPERATION is related change, modification or value addition on materials, parts, tool or any intermediate
products with the activities of grasp, hold, use and release.
□ INSPECTION is check, verify and match as per specification for quality.
→ TRANSPORT is used to represent the transportation and movement of the man, equipment and material.
D DELAY is temporarily waiting, stoppage of work between two operations or in the flow of operations.
▼ HOLD or STORAGE simply indicates the controlled storage or holding the work, a tool or material.
DIAGRAMS Used in Method Study

Diagrams used in the method study to show the actual movement and path which may not be clear on the charts
which normally shown sequence & nature of movement, it works as a supplementary of the charts. Diagram
shows the actual positions of machines in the plant layout with movement, any blockage, short & long
movements, possible disturbances in the flow etc. It is important for layout design of the plant. There are various
diagrams used in industry, these are; 1. Flow diagram and 2. String diagram.

FLOW DIAGRAM
Flow diagram is the simplest representation of the flow or link of activities in the plant. A Flow diagram
displays the overall network and inter-linked of activities and movements in the plant. Total sequence of
activities in the plant and describes the paths of material and products. Movements and activities are serially
numbered in the flow diagram. It is very commonly used in the work place in visual stream or flow of activities
and operations. When the products changed, workmen and operators could easily visualize the flows, for not to
miss-out any operations and modifications of their activities with machines and equipment. It also enables the
factory for total time and manpower calculations, blockage in flows etc.

4.29 STRING DIAGRAM

String diagram is one of the useful and simplest techniques in method study. It can be defined as a scale model in
which a thread is used to trace the path or movements of man and materials during a specified sequence of
events.
It also a scale, plan or process, used to track and trace the movement of workers in a plant in a certain period of
time. It shows the pattern of movement of the workmen in the limited areas in the plant. It helps to calculate the
distance covered by workmen, effective & utilized movements, types and purpose of movements etc. It also
contributes for better layout, control the movement and required distance etc.

The brief procedure for the construction of string diagram is as follows:

i) Study and record the complete information about the movement of various resources like man and
materials,
ii) Draw layout of the shop floor areas and mark the various features such as machinery, work benches, stores
etc.
iii) Mark and insert pane pins at the workstations between which the travels and movements are happens.
iv) Continuous colored the un-stretchable string, taken from the first to last warned to trace the path followed
by operators or materials. Use strings or threads of different colours, if the movement of more themes/
items is being shown, so that their movements are easily recognized and distinguished.
v) Remove the string to measure their lengths which approximately gives distances travelled by a worker or
a machine or the material.
vi) Repeat the process if any changes in the positions and flows in the concerned areas.
4.30 WORK MEASUREMENT
Work measurement is a technique, to develop a time required for qualified worker to carry out a specific job with
defined performance. It is used in the manufacturing/ production units aiming at the time target to the workmen
to complete the work. It is essential for job completion, production commitment, completion Lots or batches in
the plant and for on time delivery. It develops standards in operation times.
It is most used techniques in the plant with the concept and techniques of time study. Work measurement have
two techniques: work sampling and time study.

Purpose of Work Measurement

Work measurement (WM) is vastly used in the industry where the jobs are mannual and semi-automatic. To give
the daily and hourly target to the workmen and operators, standard time is obtained through the WM. In
traditional working techniques WM is a valuable technique to control and measure the output. For Productivity
linked Incentive, WM is also used to measure the incentive. For balancing the Operations in the flow/ sequence
of operations, it may be assembly line or continuous production set up, WM is used through time study.

Work sampling
In work sampling used to derive the engagement of the employee in a repetitive activity. Samples of activities
are collected to randomly observe the occurrences of these activities. It may be for workmen, clerical job, the
jobs are generally fixed but the occurrence may not be fixed for individuals. It may be used for a group of
machines, process or completion of activities in a group. After recording the observations, it is calculated for
deriving the Idle and engagement of the workmen or percentage of the time engaged and to understand the
workload of the manpower.

Sample size and sampling process in Work Sampling

«• r
» T »
• « «
4 » »
• ♦ •

In industrial engineering, research

studies and social studies used the various sampling procedures, but in work sampling, the sampling times are
measured with gap of time. The gaps of the sampling data are prepared from the Random number table. Random
number table is enclosed herewith;

TIME STUDY
Figure 37: Random number table Time study is the most used
techniques in the work study, where time is used and analysed as an input of production. Time is most important
estimation for calculation of the utilization of man, machine and plant. Maximum industries do the time study
periodically to fix and give the output target in a plant, line operations and workmen. It is important for cycle
time, bottleneck operation, total production time and single piece production time etc. Various organization use
different techniques to do the time study. Many industries established industrial engineering department for
continuously doing time study as per product variations, technology and process; for estimating the delivery
time and ensure the commitment to their customers.

According to British Standard Institute time study has been defined as “The application of techniques designed
to establish the time for a qualified worker to carry out a specified job at a defined level of performance.”

Steps in making a time study and manpower norms

On t h e s p o t observations of the jobs, operations a n d manpower allocation of the lines/WSs/ sections

Breaki ng of Operations into identifiable elements for t h e purpose of Sampling o r Time Study
> ---------------------------------------------------------------------------------------------------------------------------------------------------------------------
Critical examination of the operations a n d manpowerinvolvement in their activities
Recordingthe t i m e of work in element-wiseof t h a t operation and arriving at the operational tim-e to basic time to
standardtime.
Consideration of allowances during t h e estimation of standard times

Application t h e concept of relieving, rating to assess t h e pace of work, positionand specialty of the work etc.
Addition of various kinds of Allowances, concept of Reliever etc., (as p e r applicability) based on Technicality and
Specialty of the work

Arriving at t h e manpower involvement, requirement etc. vis-a j is operation an d/standa rd time etc.

Derivethe standard manpower requiredforthe production lines in available shift h o u r s f o r e a c h plant

Figure 38: Steps in Time Study

Breaking the Job or Operations into Elements

For the Time study, jobs or operations are breaks into element as per the convenient of study, sequence,
observations, estimation and for further analysis. The purpose of breakdown is to calculate the value addition
times, sequence of execution, rhythm & sequence of work, occasional or adjustment or repetitive elements etc. It
is necessary to do the time study; the operation times derived by the total of elements times as per their
occurrence.
Elements in time study may be repetitive, constant, occasional, variable, machine, manual, governing or foreign
as per jobs and products.

Synthesis
It is techniques to calculate the job or operation time, where the times are calculated of the elements of the
similar jobs which was studied, calculated and analysed previously. The advantage of this study is; it fulfils the
requirement of the same or similar study for resemble operations, to save times & effort of the study, separate
individual study not required to conduct.

4.31 Predetermined motion time study (PMTS)

PMTS is work a measurement technique, which is based on the analysis of human movement, nature of
movement and conditions it is made. It gives the times of movements which are common and fundamental like
grasp, reach, move etc. It is based on large number data collection, analysis, research and validation to develop
the times of movements. It saves to do the continuous time study in the plant.

Since the designated as ‘first-level’ system, the first PMTS were intended to deliver the times for detailed
mannual work and thus consisted of fundamental movements, i.e. reach, grasp, move, etc. and associated times.
It is developed through immense numbers research, trials, data collection, analysis, synthesis, and validation to
produce PMTS data. A ‘Higher level’ systems, since have been devised, which is most common by combining
the fundamental movements into common and simple mannual tasks. Such higher-level systems are designed for
faster standard setting of longer cycle activity.

The criticisms of PMTS, related to their inability to provide data for movements made under ‘unnatural’
situations such as working in overcrowded conditions or with an unnatural body posture or for mental processes
and their difficulty in coping with work which is subject to interruptions. It is not considered the common exists
time allowances, multiple working or shared jobs or machines etc. and for non-repetitive jobs. However, various
systems have been derived for ‘office work’, which include tasks with a simple and predictable mental content.
Equally, another significant advantages of PMTS is that, they require a detailed description of the working
method and is useful for studying, how work is done and process, on how it can be improved, as well as
measuring the time it should take.

One of the major PMTS techniques are used in the industry, one of them is MTM (Methods-Times
Measurement) which is called as a 'family' of operating system for various levels of applicability.
MTM1 - the 'highest-level' or most detailed member of the family was developed in the 1940s by analyzing large
numbers of repetitive cycles of mannual work on film.

MTM gives values for such basic hand/ arm motions such as reach, move, turn, grasp, position, disengage, and
release, together with a small set of full body motions. The time taken to reach to an object is then given by a
table based on the kind of reach e.g. whether the object is in a fixed location, such as a tool in a tool holder - or is
a single object located on a bench, or jumbled together with other objects, etc., and the distance to be reached.

Figure 39: MTM study movements, collected

Release Reach MTM -SI)

Decomposed Movements:

Movement Grasp
Cycle Read) .

, ttainpUx
Move z
Position * hit in pbx
fVutKXI
Re but

The five basic movements in MTM and the grouping of the MTM data. Source: MTM
MTM is suitable for measuring
short cycle, highly-repetitive work. Other members of the MTM family use lower level motions, i.e. in MTM2,
for example, the MTM1 motions of reach and grasp are combined into a composite motion, get; but in MTM2 is
thus quicker to apply. But more suited to longer-cycle workings, where the fine level of discrimination of MTM1
is may be unnecessary in terms of meeting accuracy requirements (MTM-1 is officially described as a procedure which
analyze any manual operation or method into the basic motions required to perform it, and assigns to each motion a predetermined time standard
which is determined by the nature of the motion and the conditions under which it is made. The MTM2 was introduced in 2007 as a 'standard'
model besides the more 'deluxe' MTM1 introduced earlier, by Carolyn Gaeta).

To accomplish the MTM analyses, the data sources were used:

i. Direct observation of the work station by MTM analyst
ii. Analysis through videos / films
iii. Documents such as process plans and technical data about the products
iv. Simulation of the movements by the MTM analyst
v. Experience of the operators and process planners. The choice of which sources would be used depends on
the availability of these data and time to accomplish the analyses.

Most of such industrial operations could be grouped into following ten motion:

1. Reach (R)
2. Move (M)
3. Turn (T)
4. Apply Pressure (AP)
5. Grasp (G)
6. Position (P)
7. Release (RL)
8. Disengage (D)
9. Eye Times (Travel and focus) (ET and EF)
10. Body, Leg and foot Motion.
4.32 STUDY OF TIME, RECODING AND TIME STUDY SHEET
Types of times in time study
OT - Observed Time, it the time of working on a job in any condition
BT - Basic Time, it is estimated after applying rating factors in the basic time
ST - Standard time, is estimated after giving allowance in the basic time.
Computation of Standard Time, ST = BT X Allowance, BT = OT X Rating

Standard time are calculated on the qualified worker who are not very perfect or very slow. Various skills, mental
& physical abilities and training required to perform various jobs.
As per ILO, a qualified worker is one who is accepted as having the necessary physical attributes, who possess
the required intelligence and education and who has acquired the necessary skill and knowledge to carry out the
work in hand to satisfactory standard of safety, quantity and quality.

To calculate standard times, the components required are; 1) Elemental of operations for observed time; 2)
Rating factors as the speed of working and; 3) Allowances.

4.33 Standard Rating and Performance

As it is described that, time is taken for qualified workers, so rating factors is important to making workmen in
common performance or standard for synchronizing all working speed in the pant. Rating is important for
making a standard.
In ILO works study, Rating and Standard performance described as; Rating is the assessment of the worker’s rate
of working relative to the observer’s concept of the rate corresponding to standard pace.

Standard performance is the rate of output which qualified workers will naturally achieve without over-exertion
as an average over the working day or shift, provided that they know and adhere to the specific method and
provided that they are motivated to apply themselves to their work.

The most and generally accepted rating are developed by UK and America, standard rating as per the speed of
the motion of the limbs of the man of average physique who could walk without load of speed of 4 miles or 6.4
kilometres per hour.
Table No. 23: Time study sheet (calculation)
Sheet No:

Floof Name: Ground FKw GROUP SUE: OT sec

LINE-1 OPERATION : CFC Filling
■Nft-C
PRODUCT NAME: Bounce |4U41)gm DATE:
Potybag Capacity CFC Capacity: TO PACKETS PER CFC
S.No. A B C 0 E F G H MACHINE PARAMETERS
OT OT OT OT OT OT OT OT
1 14.0 15.00 1 Baking Tima* 3.20 Min.
2 10.0 1500 2 M/c no- (1 A 2)
_________
3 11 0 1300 3 M/c Sp««d- 192 8. 91
4 14.0 1300 4 Mnndtd Sp—d __________________________________
5 130 15.00
6 140 14 00 M/c no-1
ONLINE PACKINGING M1C4WC SPEED-192
15.0 PACKETS FIR M1N >
7 13 00
8 15.0 14 00 M/c no-2 (M/C SPttOM PACH4T1PtR MIN.)
9 130 15.00 A CFC FILLING |DSCN 1162| (10 Packet)
10 14 0 14.00 8 CFC FILLING |DSCN 11621(10 Packet >
11 14.0 14 00 C
12 15.0 13.00 0
13 14,0 15.00 E
14 13.0 15.00
15 14,0 14.00
18 14.0 13.00
17 15.0 14 00
18 140 13 DO
19 130 14.00
38 13.0 1300
1O1AL 272 00 279 00
N 1 20 33 20 00
AVG 13-60 13.95
RATING 9000 90 00
fUSK' TIME 12.24 1256
■ i.lJPJl- 7 00 700
ALLOWANCES 0 05 0.05
Olhr' ArfjmlmeM 15 5? 1424
STAND. TIME 1508 15 22
— —-
PHPer 5T 3 98 394
CT Per Oixiiin 1.88 1.90 STU06D BY
R«nwt* CHECKED BY
igure 40: Time study sheet

4.34 Allowances
The normal time for an operation does not contain any allowances for the worker. It is impossible to work
throughout the day, even though the most practicable, effective method has been established. Even under the best
working method situation, the job still demands the costs of human effort and some allowance must therefore, be
made for recovery from fatigue and for relaxation. Allowances must also be made to enable the worker to attend
to his personal needs.

The major allowances are categorised as:

(1) Relaxation allowance
(2) Interference allowance, and
(3) Contingency allowance.
Various categories Time Allowances, applied in the industry
ABLE 12. EXAMPLE OF A SYSTEM OF REST ALLOWANCES GIVEN AS PERCENTAGES
OF BASIC TIMES*

I . CONSTANT ALLOWANCES: E. Ai r Conditions

( excluding clhnarlc factors)
Personal Needs Allowance .57 Mao Woman
Basic Fatigue Allowance . . 4 4 Well ventilated, or fresh air . O 0
9 II B a dly ventilated, but n o toxic
or injurious fumes .... 5 5
3
W o r k close I o furnaces , etc. 5-15
2 . VARIABLE ADDITIONS TO per cent.
BASIC FATIGUE ALLOWANCE

A. Standing Allowance. . . 2 4 F. Visual Strain

Fairly fine work ..... O O
B. Abnormal Position Allowance Fine o r exacting 2 2
Slightly awkward .... 0 I Very fine o r very exacting . . 5 5
Awkward (bending) .... 2 3
Very awkward (lying,
stretching up) ..... 7 7 G. Aural Strain
Continuous . ........................ O 0
C. Weightlifting or
Intermittent, loud .... 2 2
Use of Force
Intermittent, very loud . . |
(lifting, pulibig o r pushing)
High-pitched, loud .... J 5

Weight lifted or force exerted (in leg)

2.5 0 1
5 1 2 FI. Mental Strain
7.5 ..... 2 3 Fairly complex process ... 1 1
IO 3 4 Complex o r w i d e span
12.5 4 6 o f attention ...... 4 4
15 6 9 Very complex ...... 8 8
17.5 8 12
20 10 15
22.5 .12 18 I. Monotony. Mental
25 14 -
Low O 0
30 .19 -
Medium I 1
40 33 -
High 4 4
SO 58 -

D. Eight Conditions -
Slightly below recommended J. Monotony: Physical
value ......... O O Rather tedious ..... O 0
Well below 2 2 Tedious ........ 2 1
Very tedious 5 2
Figure 41: Time allowance Table,
Quite inadequate .... 5 5

collected

Relaxation Allowance
As per ILO industry working norms and calculation, the Relaxation allowances allows the workers to recuperate
from fatigue. Relaxation allowance used to add in the basic time on the purpose of providing the workers with
the opportunity to recover from the physiological and psychological effects of carrying out specified work, under
specified conditions and to allow attention to personal needs. The time of relaxation allowance depends on
nature of the job. Relaxation allowances are of two types - Fixed allowances and Variable allowances.
Fixed Allowances is combinations of the following two:
a. Personal needs allowance: The purpose is to give the operators a compensation time which is necessary to
take short permission from the workplace to attend to their personal needs like drinking water, smoking,
washing hands etc., as per norms, women require longer personal allowance than men. As a fair personal
allowance are 5% for men and 7% for women.

b. Allowances for basic fatigue: This allowance is given to resurrection of the lost and expended energy during
work. The common figure allowance consider as is 4% of the basic time.

Variable Allowance
An operator given the variable allowance, when working in poor environmental conditions that cannot be
improved on immediate effect which added stress and strain in performing their job.
This type of fatigue allowance is added to the fixed allowance to an operator who is engaged on medium and
heavy work and working under abnormal working conditions. The amount of variable fatigue allowance differs
for various industries and from one organization to another.

INTERFERENCE ALLOWANCE
This allowance is applicable for machine or process-controlled jobs. Operators allows interference time
allowance which occurs due to the work content of the job to compensate the operator for the unavoidable loss of
production due to simultaneous stoppage of two or more machines being operated by him.
Interference allowance varies in proportion to number of machines assigned to the operator. The interference
time of the machine increases with the work content.

CONTINGENCY ALLOWANCE
Contingency allowance is a small allowance of time, grants or sometimes included in a standard time to meet
genuine and expected items of work or delays. The precise quantity, which is not fix or uneconomical because of
their infrequent or irregular occurrence.
These types of allowance are provided for small unavoidable delays as well as for occasional minor extra work:
Some of the examples calling for contingency allowance are:
Tool breakage involving removal of tool from the holder, and all other activities to insert new tool into
the tool holder
Power failures of small duration
Obtaining the necessary tools and gauges from central tool store. Contingency allowance should not
exceed 5%.

Policy Allowance
It may be designated as administrative decision of the organization. Policy allowances are not the genuine part of
the time study, and should be used with utmost care and only applicable in clearly defined circumstances.
As per industry expert, the usual reason for making the policy allowance is to line up standard times with
requirements of wage agreement between employers and trade unions. The policy allowance is an increment,
other than bonus increment, applied to a standard time (or to some constituent part of it, e.g., work content) to
provide a satisfactory level of earnings for a specified level of performance under exceptional circumstances.
Policy allowances are sometimes made as imperfect on functioning of a division or part of a plant.

4.35 Industry use of time study

Industry use Time Study for evolving production and manpower norms for large or small line functions which
are a combination of series of operations with various standard times and required skills. Requirement of
manpower, capacity utilization and % under capacity utilization etc., emerges from this study. Most of the
industries, studies the times for cost effective combinations of M/c speed, manpower numbers, engagement %,
number m/cs required for certain numbers of products in the line. It also enables the line supervisors the
flexibility in the speed fluctuation and improve in the capacity.
One case study is referred here for better understanding;

Sample industry case study on productivity improvement through balancing of operations, which improved the
machine and manpower utilization through the saving of both.
TUW* <.<■ Uf UM»U4» I

..•
M-r *«>■«««> MMM.

CUUMrMnl p«r
I, . ■ v, ',,
IslslslS

Figure 42: Balancing of Mannual and M/c Operations, based on Time study

Case Study 01: Developed production and manpower norms (cycle time & production norms) through balancing of the operations (in manual,
semi-automatic and automatic), as per the utilization of time (calculating standard time of each manual operations), optimum m/c speed for
optimum utilization of manpower through manpower saving, line in a biscuit packing section (packing 7k to 8k biscuits per minute).

Result: Reduction in manpower (20-30%) and nos. of machines, i.e. improvement in manpower productivity above 30% with optimizing the m/c
speed, reduction in m/c nos., it is conducted according the upstream production section i.e. baking/ oven operations with its capacity and feeding
section of the baking operation with its batch making process. Study conducted by the writer and his team for productivity improvement.
Case Study 02: Productivity Improvement through Process Modifications
Table No. 23A: Balancing of Operations
Starting Flow of Operations: PRODUCTIVITY IMPROVEMENT THROUGH TIME STUDY
AND BALANCING OF OPERATIONS
Flow of Operations after Time Study (Developing Standard Time of the Operation) of each
Operation and Layout (Existing)

OPS OP9 OP4 OP3

OP16
Finishe
d
OP14

OP1 OP13 OP11

OP7 OP5 OP2

Operation Times (Mints.): OP1 – 3, OP2- 3.5 OP3- 3, OP4 – 3, OP5 – 2, OP6 – 8, OP7 – 3.5 OP8-
4, OP9-3, OP10- 4, OP11-3, OP12-4, OP13 -3, OP14- 3.5, OP15- 4.5, OP16 - 4
First Piece Production Time is 43.5 Minute, One Piece Production Time in this Line is 8.5 Minute.
Machine Operations are OP4, OP9, OP12 and OP15.
Revised Flow of Operations: Productivity Improvement through Modification in Operation/
Cycle Time and Layout
OP1
OP8 OP9 OP4 OP3 OP1
O

OP8

OP16
Finishe
d

OP6

OP6 OP1

OP7 OP13

OP5 OP2 OP7

First Piece Production: 35 Minute, One Piece Production Time in this Line: 4.5 Minute, Increase in
Productivity – 45%.
Productivity Improvement Initiatives: Balancing of the Operations, Reduction in Cycle Time,
Technological Intervention by installation of Two New M/cs Or Workstations with two addition in
manpower, Modification in Layout, to complete the Line.
For balancing of operations in a Line with sub-assemblies, or child-parts assembling, the design of the process
flow of operations is most import for visual control. Counting of operations, and identification of delays in
operation & material flow makes easier in this process flows.

A process flow chart (PFC) of Fabrication in a 630 KVA Transformer Production unit, which consists of 230
Operations is described below;

p
■0 1:
■0 6 ■e M © ■•
0 0 0' ©I ’ * €■ 0-0 «
0 0 0 : 0 • 0 0 .0 0; •
0 © 0 . 0 0 0 0 © .. . 0 0 0 _ _ _!©•. 0 ©_.
0© 000:© © C’1 •
■0 ■ : ©•
— • 0 0 0
0 0 0 00 0

Figure 43: Consolidated Process Flows

Note: The colour markings are critical and variable operations in the above example. This PFC enables the plant
management for better visuals of operations for making check-points, develop travel time and monitoring &
counting the operations and required skills.

Description and values of time in industry

Time is one of the most precious input or factors in industry which could not reproduce and everyone tries to
control it by proper utilization. Some specific nature of the times is, it could not be recreated, extended, shared,
purchased, saved for future etc. Industry have common problem how to get time. Time will be available only
when it properly manages to utilize. In any existing system, performance depends on the best utilization of time.
Best performers always optimize the utilization of time. Time will be recreated only if it is saved, but it could
not be preserved. Present time is the most important and essential to utilize, which could not be returned. In the
age of automation, work study is still relevant in the industry, as it counts every movement of human limbs &
body with micro motions, fatigue etc., but it never controls the human intelligence and creativity.

Time could be divided in the industry as per the nature, occurrences and per the levels of working in different
organization hierarchy. These are, operation time, testing time, meeting, discussion, decision making, planning,
personal time, engaged time, delay & waiting time etc. Broadly times are divided into value added and non-
value-added times. One has to plan on the best use of non-value-added times. It depends on practice and through
time consciousness.

One country’s success of public services and e-governance depend on, the on-time service availability to the
public. All technology, process and techniques are developed for efficient services, which is on time to reach all
targeted areas. For limited time services, emergency services, natural calamities, where efficiency depends on
the preparedness, planning, trial and practice; time is most vital factors to manage.

Best utilization of the times depends on the discipline, awareness, continuous assessment, possible recording for
verifications, practice and result. It is applicable for any organization, individual, social or individual life.
Industry use various techniques to develop the time utilization for which Work study, Lean, Six-sigma etc., are
developed and new era of industry 4.0 is progressed for multi-dimensional production facilities in a limited time
with automation.

Service based and non-automated industry could count, how some minutes saved in day, have immense impact
on cost and total savings in that industry.
Illustration: If each man saves 10 minutes in day of his total working time, what will be the Impact on time
saving and cost of a plant of 200 Manpower. Plant have one shift and 300days of working and 250 days of an
employee works. The result is 1,111 man-days (working of 7.5 Hours in day excluding Lunch) of could be saved,
it may be 6 days of working in the Plant. It will save immense direct and indirect cost in the Plant. But these
required technical expertise to develop is sustainably.

Utilize of the time depends on the basis of planning and aptly application of the identified methodologies
Control the factors for un-utilizations, during the long process times in factory and significantly when
there is excess capacity in the production Lines in terms of machines and manpower.

Some Important concept of Times to manage in Production

Tact time – It is total time allotted / approved from customer after reduction of total production time. Time to
have divided time that is able to be produced by necessary production volume.
Cycle time – One-piece production time or bottleneck operations time in a Line, the Time, until the next product
completed, after one-piece production.
Pitch time - Time to complete one process
Lead time – Total of all Operations time to complete a product. Time that will be required, by the time product is
made or order to delivery.
 4.36 Case Study: How the time study with derived standard time enhanced the manpower utilization and
saved the manpower

Table No. 23B: Manpower Utilization Analysis Sheet, through Time Study
Manpower Study for 6 Track M/cs

Proposed Manpower
Cycle Time (Output/ Mints.) Proposed Manpow
Utilization
Machine No. of
Production
Speed, MP/min
Sr. Machine Norms Operators: Workmen1:
pouch (1
No. Number (Pouches/ Nos. of Nos. of
per MP=72 Others Operators Workmen1 Operators Workmen
Mints.) Packets Packets per
minute Pouches)
per Minute Minute

1 FFS 1 82 492 6.83 6 6 0.76 1 0

2 FFS 2 82 492 6.83 6 6 0.76 1 0

3 FFS 3 82 492 6.83 6 6 0.76 1 0

4 FFS 4 82 492 6.83 6 6 0.76 1 0

5 FFS 5 70 420 5.83 6 6 Reliever 0.65 1 0

6 FFS 6 70 420 5.83 6 6 0.65 1 0

7 FFS 7 76 456 6.33 6 6 0.70 1 0

8 FFS 8 70 420 5.83 6 6 0.65 1 0

9 FFS 9 70 420 5.83 6 6 0.65 1 0

TOTAL

Note: Manpower for standard packaging norms should be 6 Packet per Minute, as per the standard time = 10 sec. per packet. The productivity
study and calculation are also applicable for the new installed 3 FFS 6 track Machines.

Therefore, Manpower Utilization Increased by 20%. The total manpower saving (in Two shift) = 10

F For more time study-based report, Pl. see the Annexure – I to III
4.37 Modern techniques of Productivity Improvement using Industry 4.0 techniques
Now industry is passing in the phases of Industry 4.0, consist of digitization of all activities with automation,
artificial intelligence, layer devices, Industrial internet of things with human and business intelligence. It is new
dimension towards immediate response to the customers, market driven and substitute of human effort in the
critical operation to zeroing the mistakes. There are nine designated areas of I 4.0, the majors are discussed
herewith and rest in the industry 4.0 chapter.
5 Modern Technologies Impacting Manufacturers
Industry has always demanded for better technology for cost, quality and customers. From big data analytics to
advanced robotics, the game-changing benefits of modern technologies are helping manufacturers and industries
to reduce human intervention, increase plant productivity and gain a competitive edge.

State of art technologies, such as use robots, big data analytics, the internet of things and 3-D printing/ additive
production among others, are shaping the future of production by investing through technology in production,
improving the speed of operations and minimizing errors. Since productivity is critical to the success to plant,
every manufacturer is expected to make significant investments in these technologies.

Here are five technologies that are positively impacting the manufacturing industry.
1. The Industrial Internet of Things
The industrial internet of things (IIoT) denotes the extension and use of the internet of things (IoT) in industrial
sectors and its applications. The usefulness of the internet of things (IoT) are rapidly being implemented in the
industry and production area, which provides plant owners, a way to increase productivity and decrease the
difficulties and constraints in processes. It is expected that by 2020-21, the number of IoT-enabled devices will
reach the 25 billion mark, if any exigencies not happen.

With a strong focus on machine-to-machine (M2M) communication, the industrial internet of things (IIoT) is an
incorporation of various technologies, such as machine learning, big data, sensor data, cloud integration and
machine automation. These technologies are being used in the areas like predictive and proactive maintenance,
real-time/ on-time monitoring, resource optimization, supply-chain visibility, cross-facility operations analysis,
and safety; enabling the plant managers to minimize downtime and enhance process efficiency.
Like in regular maintenance and repair, these are essentials for smooth plant operations. However, not all
equipment and devices need maintenance at the same time. The IIoT enables and allows plant managers to
employ conditional monitoring and predictive maintenance of the equipment. The real-time performance
monitoring helps them plan their maintenance schedule around when it is actually necessary, reducing the
likelihood of unplanned outages and the ensuing loss of productivity.

Likewise, IoT-enabled and sensor-embedded equipment, which can communicate the data that helps the supply-
chain team track assets by using RFID (radio-frequency identification) and GPS sensors, take stock of inventory,
forecast, gauge the vendor relations and schedule predictive maintenance programs.

At present, IoT goes beyond the normal consumer devices and internetworking of physical devices usually
associated with the IoT. The distinct feature is the connection of information technology (IT) and operational
technology (OT). OT refers to the networking of operational processes and industrial control systems (ICSs),
including human machine interfaces (HMIs), supervisory control and data acquisition (SCADA) systems,
distributed control systems (DCSs), and programmable logic controllers (PLCs).
2. Big Data Analytics
Today Manufacturers seek to achieve true business intelligence through collecting, analyzing, and sharing data
across all key functional domains. In this structure, production systems are not only more efficient but can also
respond in a timely manner to changing business needs, including signals from business associates and
customers. Big data analytics enables several paths for improving asset performance, streamlining production
processes and facilitating product customization. As per recent Honeywell survey, it reflects that 68 percent of
American manufacturers are already investing in big data analytics. Now, manufacturers are able to make
informed decisions using productivity and waste performance data provided by big data analytics, lowering
operating costs and increasing the overall yield.
3. Artificial Intelligence and Machine Learning
Artificial intelligence (AI) denotes and assumes as the simulation of human intelligence in machines that are
programmed to think like humans and impressionist their actions. The term could be applied to any machine that
exhibits traits associated with a human mind such as learning and problem-solving. Previous several decades,
robotics and mechanization have been employed by manufacturers to increase productivity and minimize
production costs per unit. Artificial intelligence (AI) and machine learning seem to be the next upsurge in
manufacturing industry. AI is helping production teams analyze data and use the insights to replace inventory,
reduce operational costs and offer seamless quality control over the entire production process.

The age of robots without self-analysis, engaged in critical production tasks comes to end by replacing AI and
machine learning are making it possible for robots and humans to collaborate with each other, creating agile
production processes that learn, improve and make smart manufacturing decisions. Therefore, manufacturers can
employ industrial robotics and smart automation to manage mundane tasks and focus their time and resources on
revenue-generating tasks such as research and development, product line extension and better customer service.
4. 3-D Printing / Additive Manufacturing
The 3-D printing or additive layer production technology is set to make a huge impact on high-end industries
such as aerospace, mining machinery, automobiles, firearms, commercial and service machinery, and other
industrial equipment.
Mostly AM technologies envisaged as recycling of material. As a result, it is meeting the requirements of
Industry 4.0. In the aerospace industry, it is applied to manufacture light structures with reduced weight and also
applied to replace heavy components. This revolutionary technology allows manufacturers to create physical
products from complex digital designs stored in 3-D computer-aided design (CAD) files.

There are different types of technologies used in AM such as Stereolithography (SLA), Selective Laser Sintering
(SLS), Fused Deposition Modeling (FDM), Direct Metal Laser Sintering (DMLS), Poly-jet 3D Printing (PJP),
Inkjet 3D Printing (IJP), Laminated Object Manufacturing (LOM), Colour-Jet-Printing (CJP), Electron Beam
Melting (EBM) and Multi-Jet-Printing (MJP). It manufactures a customized product as per the customers'
requirement in lesser time and cost. Due to its flexibility in design and manufacturing, this technology can
quickly launch a new product.

Moreover, the increasing applications of 3-D printing in manufacturing are giving rise to manufacturing as a
service (MaaS), enabling companies to maintain an up-to-date infrastructure that caters to multiple clients and
negating the need to purchase new equipment.
5. Augmented Reality and Virtual Reality
Virtual reality and augmented reality are used in several sectors from consumer applications to manufacturers. In
production, the augmented reality offers great value in innumerable applications, in combination with several
other technologies as per usual. Virtual reality (VR) is simplifying the product design process by eliminating the
need to build complex prototypes. Designers and engineers are using VR to create realistic product models,
allowing them to digitally see their designs and troubleshoot potential issues before starting production. Clients
can also review and interact with these digital designs, simulations and integrated devices, significantly reducing
the time needed for designing to manufacturing the finished product.

Automobile manufacturers are now using virtual reality to ensure their cars are tested at an early phase of the
vehicle development process, decreasing the time and cost involved in modifying the designs, tolerances and
safety features etc.
Since prognostic analytics are critical to a production facility's operational efficiency, plant managers are
expected to increasingly depend on VR to review workflows, improve benchmarking processes and maintain
compliance through training protocols.

As manufacturers continue to implement these modern technologies to control all aspects of the production
process, improvements can be expected in overall productivity and profitability. Companies aiming to stay
relevant in the ever-competitive market, cannot afford to ignore the positive influence of each of these
technologies.
4.38 Development in Production Technology
There are actually multiple types of processes a manufacturer or producers uses, and those can be grouped into
four main categories: casting and molding, machining, joining, and shearing and forming.

Classification Based on Function of Process: 1) Process for changing Physical properties of work piece. 2)
Casting process 3) Primary metal working processes. 4) Shearing and Forming processes. 5) Joining processes.
6) Machining processes.

Modernization of Manufacturing are expanded in the following areas;

(A) TECHNOLOGY BASED

1. Computer Aided Design (CAD), Computer Aided Manufacturing (CAM) and Computer Integrated
Manufacturing Systems (CIMS): CAD refers to design of products, processes or systems with the help of
computers. The impact of CAD on human productivity is significant for the advantages of CAD are:
i) Speed of evaluation of alternative designs
ii) Minimisation of risk of functioning, and
iii) Error reduction.

CAM is very much useful to design and control the manufacturing. It helps to achieve the effectiveness in
production system by line balancing.
i) Production Planning and Control
ii) Capacity Requirements Planning (CRP), Manufacturing Resources Planning (MRP) and Materials
Requirement Planning (MRP)
iii) Automated Inspection.

2. Computer integrated manufacturing (CIM): Computer integrated manufacturing is characterised by automatic

line balancing, machine loading (scheduling and sequencing), automatic inventory control and inspection.
1. Robotics
2. Laser technology
3. Modern maintenance techniques
4. Energy technology
5. Flexible Manufacturing System (FMS)

(B) EMPLOYEE BASED

1. Financial and non-financial incentives at individual and group level.
2. Employee promotion
3. Job design, job enlargement, job enrichment and job rotation
4. Worker participation in decision-making
5. Quality Circles (QC), Small Group Activities (SGA)
6. Personal development.

(C) Material Based

1. Material planning and control
2. Purchasing, logistics
3. Material storage and retrieval
4. Source selection and procurement of quality material
5. Waste elimination.
(D) Process Based
1. Methods engineering and work simplification
2. Job design evaluation, job safety
3. Human factors engineering.
(E) Product Based
1. Value analysis and value engineering
2. Product diversification
3. Standardisation and simplification
4. Reliability engineering
5. Product mix and promotion.

(F) Task Based

1. Management style
2. Communication in the organisation
3. Work culture
4. Motivation
5. Promotion group activity.
 SME corner
This chapter is most important for SMEs because, absence of standard times of operations, which
affects the total production and delivery times. I t is observed in various industries and factories,
they used various other techniques but not use work study in the workplace. Works study, basically
the time study is most important in SME sectorsand i n the Large and medium scale industries where
a large number of manpower is engaged.

Plant should conduct the time study in every 3- o r 4-years gap to validate the existing operations /
process times, production norms, manpower norms and modifications in the planning. Even, any
change in products, machines, addition of lines, shifting the plant etc., management should conduct
the Time study and make the new norms in the plant.
Managers and supervisors of the plant ought to be trained i n work study, and for large industry
where IE Team or department exists, all manpower must be trained on how to conduct the Method
and Time study, balancing of operations i n an engineering industry where products are more than
100 nos. and thousands of operations executed every day.

F Process Flow Charts, diagrams must be made i n products-wise, process or line-wise.

F Generate the system of productivity calculation, planning for productivity, distribute the
individual responsibilities and management communication.
F Develop a common culture of productivity, improved the level of knowledge and skills in
productivity, make a strategy, there will be no work without productivity analysis and
performance target.

It is observed that when an organization, first time do the Time and motion study with
implementation, gains at least 5% -20% productivity and other indirect cost (like manpower and
materials etc.), where large number of manpower engaged i n the plant.

Automation has the Investment burden but Time study has not any investment, except study
Self-assessment questions
1) What could be the approaches of productivity measurement in your plant?
2) What are factors influencing the productivity in your plant?
3) Purpose of productivity: Productivity improves standard of living
4) How you Measure the productivity in your plant?
5) How work study will help your plant for productivity?
6) What are process for time study for making the manpower norms?
7) What are objectives of Method Study?
8) What are procedures involved in Methods Study?
9) What are the most commonly used chart and diagrams in Methods Study?
10) What are Macro motion charts and String diagram?
11) What is importance of Predetermined motion time study (PMTS)?
12) How you do the Standard rating for standard time?
13) How you use of time study for productivity?
14) What are the modern techniques of productivity improvement?
 CHAPTER - V
Creativity and Innovation
5. INTRODUCTION
“I have not failed; I’ve just found 10,000 ways that won’t work”, Thomas Edison. How many light bulbs did
Thomas Edison break before he found one that worked?? “I have not failed; I’ve just found 10,000 ways that
won’t work”. He said.

“Many of life's failures are people who did not realize how close
they were to success when they gave up.” Edison said.

Innovation in Art
Innovation is thought as inventions comes in century created by great persons like Newton,
Einstein etc., but it is a human effort through their intelligence. It is a manifestation of perfection already within
them. One person working for assigned or self-selected jobs, there is scope of improvement and change as
described & proved by Thomas Alva Edison. These are points of self-encouragement by individuals towards
innovation.

In industry, creativity and innovation is required for new techniques, process, technology, identification of
solutions on problem, costless or cost-effective solution within the industry to win in the competition.
Encouragement, internal intelligence is essential for competently advancement. Innovation required for
customers, business, process and of course for cost benefit.

5.1 About Innovation

Innovation is described by experts as, Innovation = a new method, process, idea, product, etc.
Innovation, a change, alteration, revolution, upheaval, transformation, metamorphosis, reorganization,
restructuring, rearrangement, recasting, remodelling, renovation, restyling and variation;
Innovation comes from ‘new idea, device, or method’, often also viewed as the application of better solutions
that meet new requirements, implicit needs, or existing market needs.

Key points of innovation are, it is accomplishment oriented, in an organization, it is based on customer, process,
product and services. It makes simpler to understand and apply, higher goal with may be smaller start, learning
from failures, based on test, try, revised, modified and corrections; come from continuous work, stimulate from
gratitude and acknowledgement.
 I able 2 Country ranking ol plrats granted in 1990 io 2000

Rxi. >ht 1990 1995 2000

1 US <47,3901 US (55,739) US (85.072)

2 Japan JI9.525) Japan (21.764) Japan (31.296)

3 Germany (7.614) Germany (6.6001 Germany (10.234)

4 France (2.866) France (2.821) Tatuao (4667)

5 UK (2,7891 UK (2,478) France (3,819)

6 Canada (1.859) Canada (2.104) UK (1667)

7 Switzerland (1,284) Faftt an (1.620) Canada (3.419)

8 July (1259) South Korea (1.161) South Korea (3.314)

9 \etherlands (960) Italy (1,078) Italy (1,714)

10 Sweden (768) Switzerland (1,056) Sweden (1.577)

II Taiuau (732) Sweden (806) Switzerland (1.322)

Source US ptent and trademark offke, January 2002

Figure 44: Country ranking on patent

5.2 Progress of Innovation
Consultant Arthur D Little has brought out a benchmarking report on innovation that has some interesting
insights in how companies should approach it.

Benchmarking is the process of understanding and studying in detail and identifying the best practices and
processes of the top company in the industry practice it as method or benchmark. Benchmark is developed on the
expectation that through learnings from the process enables the bench-marker to create an effective path-way of
improvement resulting to increase in efficiency and competitiveness.
In the report, 'Pathways to Innovation Excellence’ describes that innovation is the only activity that will pull out
of the low-growth recovery, that are hindered in at any situation. Existing product portfolios and markets can be
benefited from innovations. But the complexity of pushing the boundaries makes the whole exercise potentially
not worth which troubles the organizations.

5.4 Importance of Innovation

More organization start thinking on the culture of innovation with continuous innovation in the present business
situation to win the competition. The challenge is to go beyond the customer’s expectations, retain the customers
with new value addition in services and growth in business volume. Invention and radical changes are in process,
techniques, product life, servicing i.e. all aspects of business are crucial earnest factors for innovation. In-house
developed new ideas is the costless method for driving in innovation with quick improvement in
competitiveness, which are followed by today’s industries. Most of the developed countries are developed for
their inventions, innovations and creativeness to edge-over others. Importance of innovations are as follows;
1. Challenge of market competitiveness and organization excellencies
2. Self-developed technology and methods
3. Cost effectiveness
4. Better utilization on human intelligences
5. Transmission from physical effort to utilization of intellectual effort
6. Business strategy with innovations
7. Advantage over the competitors and business growth
8. Organization Patents on creations
9. Culture of improvement trough analysis, testing, research and development
10. Better payment to the people to retain talent

Any organization can create the innovation by strategic planning on the structure of people through individual or
group motivations for thinking new as an involvement in daily working.

About the comfort zones to innovate, the report divides innovators into four separate streams.
Low innovators, may put in the work for developing a place in the own organization and market, but they don't
go very far way in the peer group comparison with limitations. They are limited in the extent to which they learn
from other companies to apply in their own industry.
Medium innovators do effort and they are knowledgeable in their opponents' innovations. But, in most of the
cases, it doesn't bother to look what others in their periphery, or other’s activities. They don't view on creations
other organizations in the industries.

Good innovators are dedicated to their own innovation processes through constantly monitor innovations in their
own company & industries and they from the starting, takes lead from other good innovators across the industry.
Maximum innovators prepare the innovations with better exercise and keep looks on what is going on in the other
originations, and also, they put as much effort on innovation in the most industries do by captivating an all-
inclusive view from where they draw stimulus for going beyond their limit.

5.5 Principles of Innovation

Principles, purpose and innovation for people is a fresh perspective to look at a situation or an organization. It is
a novel or up-to-date way to do things, approach the situations when it may be favorable or unfavorable, interact
with people and situation. Innovation and creativity slightly drive in hand to hand. Both are extremely important
in industry and advancement for customers.
Any organization serious about driving innovation, sustaining innovation is a process with many components
that interact in a dynamic and energizing way. According to Bob Rosenfeld, the Centre for Creative Leadership’s
Innovator and author of ‘Making the Invisible Visible: The Human Principles for Sustaining Innovation’, it’s all
too easy to let specific issues or tactics dominate the efforts. By learning key principles, leaders and
organizations can stay focused on the essence of innovation.

5.6 5 principles of Rosenfeld, give life to the process

Following versions described by Rosenfeld;
First: Innovation starts when people convert problems to ideas. New ideas are born through questions, problems
and obstacles. In order for the innovation process to flourish, it needs a climate that encourages inquiry and
welcomes problems.
Second: Innovation also needs a system. All organizations have innovation systems. Some are formal, designed
by the leadership, and some are informal, taking place outside established channels. Systems for innovation fall
into one of five categories: originator-assisted; targeted innovation; internal venturing; continuous
improvement; or strategic transfer.

The third principle: Passion is the fuel, and pain is the hidden ingredient. Passion is what propels ideas. It’s what
transforms other resources into profits, but it never shows up on a balance sheet. Unfortunately, when pursuing a
passion or following a dream, pain is part of the process. Innovation leaders need to take the pain with the
passion and learn to manage both effectively.
A fourth principle that underlies the methods for innovation: Co-locating drives effective exchange. Co-location
refers to physical proximity between people. It is a key for building the trust that is essential to the innovation
process. It also increases the possibility for greater exchange of information, stimulation of creative thinking in
one another and critique of ideas during their formative stage.

Fifth: Differences should be leveraged. The differences that normally divide people — such as language, culture,
and problem-solving styles, can be an advantage to innovation. When differences are used constructively, they
can be leveraged to enhance and sustain the innovation process.
Use these 5 principles in your organization to stay focused and stay ahead.

5.7 Important aspects of creativity and motivation

 Intelligen

" J

Figure 45: Aspects of creativity and motivation

How to create the organization culture on innovation is a continues question in the industry. It is not a one day of
short time immergence or application in the organization. Organization prepares the system with taking
initiatives to grow a culture of innovation. The two important aspect of the culture is initiatives with follow up &
monitoring and rest depends on the continuous activities and participation. Most of the organization lacks of
ideas on how to start, concern of cost, more man-days required, specialised & extra duty.
Initiative.
Awareness
and
Involvemen
t.
Follow up
and
Monitoring

Organization
Culture
Motivation
Learning on
environmen identificatio
t n

Figure 46: organization culture in creativity and innovation

5.8 Approaches of Innovation

There are various types of innovation approaches followed by various organization which could identify their
position in the industry with levels also. In the above-mentioned innovation could break the activity out into
three separate approaches to innovation like ideas, research and analysis or problem driven. These approaches
derive from, might be on encompassing in diverse proportions within different vertical industries such as
consumer goods industries inclined in preference to the ideas-driven approach for their customers,
manufacturing companies may depend on mostly on analysis. Pharmaceutical companies are the most likely to
be reliant on use the research-driven approach.

There is very simple description of breaking the innovations in three approaches as per their adoption in the
industry according the business processes:
Ideas-driven innovation: This may be resembled with Kaizen approach (described in Lean Manufacturing
Chapter) by generating and collecting participant’s ideas from various sources, screening and filtering until
gambles are selected. Once the ideas are selected for development, it prepares for implementation. The lead time
for this process is different from industry to another industry may be one to five years.

Research driven ideas: Research and development is the basic traditional approach. It is cost incurring method
also. but innovation in R&D could be introduced in the industry. In this approach, the ideas are generated &
collected in huge number from various research efforts and screened them into a number of selected for
improvement, applicability and potential ideas. This research-driven approach, innovators are the smallest in
group, as the development cycle for this approach may takes comparatively longer time may be upto 10 years
from approval stage to final implementation. Organizations that takes this approach would do best to align
themselves with industries. For example, in pharmaceuticals and oil and gas exploration industries which are
huge infrastructure investment based, though, many of these promising projects will be rejected at any stage of
the development process until completion, but innovation process should be continued.

Analysis driven innovation: This approach is a systematic analysis based of all ideas as per the stages and steps
of application and implementation in the company. The generated ideas draw in a methodical array from
analysis, starting form industry, market, competitors and the internal competences. A set of managerial strategy
controls on the decision of the approval and progress on that the projects resolve for initiation, or not or when.
The innovation is implemented as a selected project basis for development, may changes discontinued, many
other for any deviations of faults in ideas. This process typically takes one to five years and be supported by
shifting markets, and offer products with long life-cycles, such as automotive industries and software makers
etc.

Table No. 24: Innovation Competencies and Origination Initiatives

Progress
Stage
Innovation
Competencie
s and
Origination
Initiatives Organization initiative and effort towards Innovation
At the
Less initiative and effort towards Innovation beginnin
stage
Starting o
Innovatio
No Innovation in thinking and process in thinkin
and
process
People Thinking and Commitment

5.9 Innovation Process

The innovation process is assumed a path of transforming new and existing knowledge into practical solutions
for business and customers. Organization that follow a successful innovation process, have something decisive to
puts them ahead or on priority with defined and designated path of an idea from development, through creation
to make it in practice.

Thinking Generating Verificati o

on Alternative n and Validate Prepare for
Screening t h e Result Patent
Problems Ideas the best

Figure 47: People process of Innovation

Methodology
People Structure fo r
of
Involve me St a nd ar d iz at i
Co I Iecti n g o n and
nt
Ideas Sustainability

Figure 48: Organization Process of Innovation

5.10 Corporate Innovation Strategy

D e v e l o p Organization P u r p o s e
Define the Path
Making G o a l
L Strategy Cuture
Develop
Path and Method
R o a d Map t o Developthe
C u l t u r e of Org.
follow Structur
thinking Process o f
from Collecting
Views, Establish t h e / '
Problems.
Ideas, Standardizat
Solutions ion and
and Sustains b i l i t
Evaluatefor y
Implementat

Figure 49: Corporate Innovation Strategy

Figure 50: Responsibility of Innovations

through Job enrichment
Job Enrichmeir
Creativity

Job Enlargement
5.11 Steps of creating Innovation Culture
Steps of Innovation Culture in an Organization
1) Develop organization purpose
2) Transforming the problems into individual goal & strategy to solve
3) Create the foundation of creative thinking, value addition and innovation
4) Define the path of thinking and innovation
5) Develop the path and road map to follow
6) Create culture of encourage and for making a creative culture
7) Develop the culture of thinking from problems
8) Technical method for implementation of innovative ideas
9) Process of collecting views, ideas, solutions and evaluate for implementation
10) Restructure the tasks and include creativity in performance assessment score
11) Enclose the innovation as a part of responsibility in job
12) Establish the standardization and sustainability on creativity and innovation
Culture of Innovation
Culture of innovation, here describes as creation of innovative environment that supports creative thinking and
advances efforts to extract economic and social value from knowledge, and, in doing so, generates new or
improved products, services or processes.

1) Culture Climate Analysis: Climate describes

the shared perceptions of the people in a group or organization, while culture includes how people feel
about the organization and the beliefs, values, and assumptions that provide the identity and set the
standards of behavior (Stolp & Smith, 1995)
2) Business Creativity and Innovation Index (BICI): Start the business improvement program by accurately
identifying everything that needs to be done to increase creativity and innovation in the organization.
3) Strategic approach to innovation in the respective workplace and organisation,
4) Learning is the step towards Innovations for making creative mind
Innovation in
5) Learn from the past and look to the future
6) Understand the failure comprehensively when fails during innovation
7) Motivation for manifestation of perfection within an individual
8) Stimulus atmosphere for retaining of talents.

The BICI explores the 10 steps of organisational innovation which are considered essential for organisations to develop an innovative culture.
These are:
Step 1. Strategize the corporate direction
Step 2. Planning the business and operations
Step 3. Alignment the cultural with progress
Step 4. Education and training for creativity and innovation
Step 5. Thoughts of management
Step 6. Possible measure the innovation
Step 7. Set up rewards and recognition in the innovation culture
Step 8. Support from top level
Step 9. Make the budget, finance and commercialisation for sharing to innovators
Step 10. Create climate of human resources development

Innovation required for;

1) Betterment and benefit
2) New Strategy for market and customers
3) Better handle the situation in problems
4) Passion of thinking in different way
5) Value addition for self-pride
6) Self-encouragement, work and assimilate with problems and difficulties
5.12 Comparison of Kaizen and Innovation
Some experts have differentiated the Kaizen and Innovation, some Kaizen in the organization are innovative also
as per human intelligence involved and which not applied in the similar industries or totally new solution. In
innovation human engagement & intelligence is most important for customer and organization benefits.

Table No. 25: Comparison of Kaizen and Innovation

Purpose Kaizen Innovation Outcome
Human As per problems and As per problems, new Manpower Involvement
Intelligence improvements addition and creations and Empowerment
Organization
Utilization of Human
Existing operation and development and
Theme creativity and knowledge
problems customer’s
breakthrough
requirement
Continuous Competitive Benefit for the units,
Effect Improvement and advantage and Customer, country
change Drastic progress competitiveness
Start from with Techniques and Cost Saving, internal
Characteristics individuals with small Technology-oriented developed techniques and
steps solutions own benefit
As per requirement,
Better RoI as it is
Investment On various Range during
indigenous development
implementation
Make Learning
Learning and It is for all employees It is for all employees
organization with
Knowledge and all sections and all sections
knowledge management
Problem solving in Specific problems
daily workings with related to Techniques, Self-initiated and self-
Techniques
drive of Lean, 5S, IE technology and reliance
and in QC engineering

Industry and organization require innovations, creations and innovators. It should not think, only make basis on
laboratory and research-based methods to discover new things, simple creative mind answers many critical
situations in business and for customers. All organization must start to think to apply human mind and
intelligence in the business.
 SME Corner

It is essential for all types industries to encourage, make arrangement, develop culture for
innovation, Make awareness on significance of creativity and innovation among people.
Management could engage the educational institutes with their internal innovation. Most of the
factories yet to start the innovation culture, but i t is part of apt entrepreneurship.

SMEs follow the principle and strategy of innovation and set example being an innovator.
Through the innovation and human creativity most of the SMEs could plan to solve the maximum
problems internally, which will be benefited the factory in the reduction of yearly external
consultancy cost,

Self-assessment questions

1) What is Innovation?
2) What is Importance of Innovation?
3) Principles of Innovation
4) What is 5 principles according to Rosenfeld?
5) What are the important aspects of creativity and motivation?
6) Which are approaches of Innovation and Innovation Process?
7) How you make Innovation Strategy?
8) What are the important steps of creating innovation culture: steps of innovation culture in an organization?
 CHAPTER - VI

Managerial and Supervision

Skills
6.1 INTRODUCTION
One could outline the role of supervisor as per the standpoint of industry and shop floor requirement. Factory
and its production units consist on various functions, covers many areas and groups of functions. Every
functional area has the specialized pattern of working and targets in the large industries. Whereas, in SMEs,
supervisor handles the constellation of various activities in their organization. Within SMEs, on the name of
supervision many persons are involved and performing the similar jobs. General viewpoint is that anyone could
be supervisor, if that person knows the job or some specific techniques through previous experiences in same and
other factories. Except large industries, skill and competency-based supervisor’s training not organized in SMEs.
In industry, everyone should have minimum supervision skills to coordinate & complete the job with workmen.
Managers, CMOs (Chief Manufacturing Officer) and also COOs (Chief Operational Officer) also possessed and
acclaimed the best supervisory quality for supervision of the organization and the departments controls by them.

Role of supervisors is crucial in SMEs and also for shop-floors in large organizations also, who deals from raw
materials to customers and owner to workers. Supervisors to be trained as per their requirement, may be
administration, work process, technology, manpower management etc., as per industry and its trend. Industries
are less focused on supervision skills, competencies, and their technical and behavioral perspectives.

In the roles of managers for leading the organization relies on supervision, and soul of a supervisor inbuild
everywhere to monitor the abnormalities, direction for corrective actions, planning and decision making. So, a
manager is a supervisor also and for that reason the chapter designed on supervision and managerial role.
Here, the managers and supervision skills are defined as per the industry requirement, jobs perspective, attitude,
common role and techniques, which will help them to perform better in the factory.

6.2 How Managers and supervisors help the Organization most

Middle managers and supervisors are the mainstay of an organization for their contribution for making the
organization efficient through manufacturing. Following areas describes their invaluably involvement and
presence in an organization;

i) Fulfil the stakeholder’s and customer’s expectation

ii) Improve plant performance
iii) Role of motivators and encourager
iv) Positively linked with top management
v) Backbone of the organization
vi) Technical expert for all solutions
vii) Professional attitude
viii) Sometimes work as a human being beyond professional
ix) Value creator and innovators
x) Make the workplace culture for the best
xi) Expert in techniques, technology and man-management
xii) Most responsible person in the organization
xiii) Understandable and sensible
xiv) Controller and monitor of the system
xv) Improve in productivity, quality, man, machine, administration and develops leaders.
6.3 Functions of managers and supervisors

System, Line Distribution

and M/c
of Work a n d
Utilization Responsibility
Establish t h e a n d Efficiency Develop MBS
Process a n d for
method of Controlling
Data and
collection Monitoring

Set u p
Quality in Culture of
Products, continuous
People and Improvement
Process and
Motivation

Completion of Functions of J Organization

Managers
Production and I m a g e and
Targets Values
supervisors

Figure 51: Functions of Managers and Supervisors

6.4 Role of managers and supervisors

Leader and
Motivator
Controller and
Administrator Problem solver Target setter Monitor ■ Expert and
Experienced
man motivators

Participative
• Participate during Prime Value Silent workers
Educator work and decision, Supportive creators with invisible
not let workers virtue
alone

Good
Link between communicator Recognize effort
Management and Sharer of Success Work in Team
Workers with inter &.intra of other
personal

Figure 52: Role of Managers and supervisors

6.5 Skills and competency required for managers and supervisors

It is most important part, how to define the skills, expertise and competencies of managers and supervisors to
make their factory best in the industry. As per the above-mentioned organization requirements, functional area
and role play, competency and skills of managers and supervisors are to be developed. It could be distributed in
four major categories;

1) Technical
2) Managerial - Decision
3) Human Relation
4) Improvement
 Techniques of Production.
Processand Quality

Technical Technology and Latest

Business Practices

Analytical

Administrative

Financial

Managerial
Skills and Decision Making
Competency of
Managersand
Supervisors Icompletion of Organization
I Expectations

Motivator

H u m a n Relation ProblemSolver

Participative Leader

Improvement Department Organization

and Customers i

Figure 53: Skills and Competency Required Managers and supervisors

6.6 Basic work / job portfolio of M & S: Technical

Technically Specified and Competent areas: Product &

Process

Work Distribution: Workload and Responsibility

Report Preparation and Documentation

Special Projects: Organizational Need

Improvement: Productivity, Quality and Processes

Controlling and Monitoring the system

Figure 54: Basic work / job portfolio of M & S - Technical

6.7 Critical factors of the activities / work / jobs

Activifle? Critica ffl
Critical to Technical
Organiza Activities ity, Addition
tion Critical to Process with
Business Quality of or Value
and Output Process Engineer!
Customer to ng
Executig,.

Figure 55: Critical factors of the activities / work / jobs

6.8 Managers’ and supervisors’ success acumen

Managers’ and supervisors’ compulsory to follow some methods to be competitive and to survive and continue
the work through 3M to win in industry, for them and for their organization. The 3M techniques are designed
through the realization and experiences from industry, from the problems, constraints, prospects, possibility and
to manage & adapt the situation.

Measure: Understanding the existing situation of an organization with the aspects of man, machine/ technology,
methods & techniques, materials, working & HR culture. Comparison it for identification of within the
individual and through retrospection.

Method: Be enterprise and enhance own competency to adjust the situation with courage, discipline, learning
and developed competencies. If situation is against you or anyone, learn from the improvements and use it as an
opportunity to enhance the capability. Evaluate, how you could create values in the present situation in
immediate effect and in future.

Motivate: Motive the people around you, groups under you and manage boss by your good intension, by
building trust and interpersonal relationship. Self-motivation, creativity and application of your intelligence is
the way to change poison into medicine.
6.9 Ethics, discipline and integrity in working
Try to avoid the following unethical practices which may appears in the way of short-term winning, but not help
you in long term sustenance.
Hiding own weakness and competency by acting, pretending, time passing before next option or change
Mis-lead people to hide inefficiencies
Excessive manage superiors and bosses to survive in the job
Take the advantage of good supportive situation and culture, without own value addition
Don’t Grab the other person’s or your subordinate’s success as your success.

Always try to be a good human being and contributor, when you leave the organization, everybody would realize
your absence and missed you, will create a gap in your position. This will help you in the time of necessity.

Uncontrolled working time

Some of the working may not be time based, rather responsibility based for the following reasons;
F External factors for outsourced and external work
F Some volumes of the work are not time based
F Works, which are mostly tasked based
Table No. 26: Types of work at the floor and engagement
Sr.
Types Remark
No.
Could easily controllable through time and
01 Continuous/ repetitive and time-based work
speed
Positional assigned responsibilities, like in
control room for continuous monitoring, Positional, regular, could improve in
02
control and report generation, important utilization
meetings etc.
It is specific skilled job which could not be
03 Specific / Specialised Technical / Skills
assigned / shared any other person
Task based as per the seniors assigned and
Irregular volume of jobs, vary in various
04 workload may vary everyday, if it follows a
days
set of patterns
Work Depends on external factors like Waiting time may find long and working
05 customers, suppliers, court cases, medical time may be long but engagement may be
projects etc. comparatively
Responsibility and Deperment’s
06 Administration, IR and Divisional Heads
Performance Based

6.10 Sample Roles of supervisors and managers

i) Manpower deployment – shift-wise, designation, workstation
ii) Arrangement and planning for PM and RM
iii) Materials – RM, WIP, PM Reporting
iv) Utilization of the manpower, particularly during the M/c B/D and work shut down
v) Reporting or on spot solving, if any small problems arise
vi) Workstation-wise M/c, manpower & production norms and productivity according M/c speed, conveyor
speed etc.
vii) Control and monitoring of the shift activities and shift recording/ data entry in the MIS
viii) Reduction in defects on recoded basis and report to the stakeholders on improvements
ix) Implementation of new techniques
x) Occupational health, safety and welfare
xi) Implementation of the planned improvement related quality and productivity
xii) Training and orientation in the floor
xiii) Balancing of operations in the controlling areas
xiv) Improvement of skills and skills matrix of the workmen under their control
xv) Involve in improvement of downtime, changeover etc., jointly with other sections
 xvi) Any other activities recommended by the plant management during the plant improvements and
implementation of any techniques in future

6.11 Process of defining daily working

Table No. 27: To Make workin g norms / activity norms b y the dep artments
Sr.
Major/ sample Activity Areas
No.
1 Daily mornin g or evenin g meetin g
2 Plant / own work areas or work stations visit
3 Work Allocation to the subordinates
4 Controllin g and monitorin g of the section / g rou p ’s activities
Regular technical or specialised work for process plant, engineering sections and other
5
technical section man p ower
6 Assig ned jobs and tasks
7 Work p ro g ress / work rep ort writin g
8 Section Related Admin. & Financial work
9 An y dep artmental / section’s imp rovement resp onsibilities and workin g
10 Sp ecialised Jobs – like p ro jects, seasonal / occasional work, trainin g etc.
11 An y monthly / y early extra work allotted from the p lant to p manag ement
12 Any overtime work as per occasional requirements
NOTE: Plant Cou ld use th e ab ove-mentioned areas a jo b ch ecklist for jo b rev iews

table no. 28: Process of assessin g the jobs for develo p in g the norms b y dep artment head and g rou p heads
Name of the
Sr.
Activity Areas Person - Time Remark
No.
Desig nation -
1 Daily Morning or Evening Meeting
2 Plant / Own Work Areas or Work Stations visit
3 Work Allocation to the Subordinates
Controlling and Monitoring of the Section /
4
Groups Activities
Regular Technical or Specialised work for
5 Process Plant, Engineering sections and other
Technical section Manpower
6 Assigned Jobs and Tasks
7 Work Progress / Work Report Writing
8 Section Related Admin. & Financial work
Any Departmental / Section’s Improvement
9
Responsibilities and working
Specialised Jobs – Like Projects, Seasonal /
10
Occasional work, Training etc.
Any Monthly / Yearly Extra Work allotted
11
from the Plant Top Management
Any Overtime Work as per occasional
12
Requirements

Process,

Activities t h e Activities related to the Staff

Job

Activity Time
and Process o f
Occurrence - Execution by Any SOPs
Daily, Weekly, Individualsor Defined
Monthly a n d Group
Yearly

Job / Activity analysis

Figure 56: Job / Activity Analysis
6.12 Job Evaluation: Listing and analysis of daily activities
Table No. 29: Listing and analysis of daily activities
Sr. Activities and Frequency Categories of Improvement Value Revised
No responsibilities Jobs Initiatives & Analysis Job
 Com pletion
D W M A F T Org .

How to modify the role of operators

Table No. 30: Samp le of revisin g the activities of p ackin g o p erators
Job Enrichment of the Operators
Sl.
Existing Activities Proposed Activities
No.
Laminate feeding in packing
1 Laminate feeding in packing machine
machine
2 Random Checking Coding Random Checking Coding
3 Sealing Checking Sealing Checking
Random checking for abnormal
4 Random checking for abnormal sound of M/cs
sound of M/cs
5 Resolve small stoppages
6 Biscuit Sorting in the Packing Line
Packing Defects – Identification and Some-extent
7
Corrective Actions
8 In Future in the Team of Autonomous Maintenance
Any Other Activities Recommended by Plant
9 Management during the Plant Improvements and
Implementation any Techniques in Future
Note: Job enrichment of operators only be possible, when operators are taken in confidence with the training and internal discussion. Supervisors
and managers involvement is essential and important for enrichment of the Job for their customers and organization.
6.13 Develop multi-skill among the workmen
Industry necessitates are on multi-skills to provide more flexibility in the production, better utilization human
resources, production support, skills buffer and job rotation. It is essential when plant has a combination of
various processes, production and packing activities etc., where flow of workings is continuous, and manpower
are not involved 100% in all workstations and all locations in the entire Plant. When plant has a combination of
automatic, semi-automatic and manual starting from unloading, pre-mixing/ pre-processing to packing or
finishing sections, skills are not defined, and for that reason the manpower not optimally utilized, and work load
are not 100% distributed in all the workstations in the plant.

So, Multi-Skill is a methodology to be applied to optimize the utilization of manpower. Manpower should
prepare for alternative charges of workstations by including addition of 1-2 nos. of skills in their competency.
A specific & periodic skill assessment with skills or competency matrix be prepared and updated, and
development should be planned in the first priorities through skills. Plant management must undertake multi-
skill task to develop within the plant, to be more professional for this improvement with each individual’s multi-
skill chart.
Table No. 31: Skills evaluation sheet as per existing jobs
Skills Evaluation Sheet as per Existing Jobs
Name of the Supervisors
Sr.
SKILLS AREAS (Control and Planning Division Manpower, QC
No.
Section with Desig nation etc.)
A Existing Working Skills ( a )
1 Working Section / Sections

2 Specialized knowledge/ Skills

3 Organizational awareness
4 Educational levels

5 Specialized trainings
Years of experience in Existing
6
(Planned - Years) Section
7 Interpersonal skills
Degree of supervisory skills (Target
8
Achievement)
B EFFORTS ON ANALYSIS ( a )
1 Diversity of tasks
2 Complexity of tasks
3 Creativity of thinking
Analytical problem and solving
4
with Action Plan
5 Physical application of skills
6 Degree of assistance / Expectation
Future Planning for Improvement
C
(a)
Work Planning and Self
1
Imp rovement
Man / Workmen Monitoring &
2
Manag ement Skills
3 Self-Management and Reporting

4 Writing and Presentation Skills

5 Any Specific Program Organized

D RESPONSIBILITY ( a )
1 Decision-making authority
2 Scope of organization under control
3 Scope of organization impacted
Degree of integration of work with
4
others
5 Impact of failure or risk of job
Ability to perform tasks without
6
su p ervisions from Manag ement
Table No. 31A: Basic job evaluation sheet in the factory
Working
Process
Sr. Department/ Workmen Job Working Working Work/ Existing Improvement Proposed
(Mannual, Remark
No. Section Category Category Place Tools Operations Skills Required Skills
M/c,
Both)
1
2 Chemical
3 Processing
4 and
5 Moulding
6 Section
7
8
9
10
11
12 Stitching /
Closing
13
Section
14
15
16
17
18
19
20 Lasting /
Finishing
21
Section
22
23
24
25
26
27
Packing
28
Section
29
30
31
32
33
34 Other
35 Sections
36
37
Table No. 31B: Basic job score sheet
Job-wise, Job Score Matrix
LEVELS
Compensable or Critical Factors Moderate
Minimum I Low II High IV
III
1. RESPONSIBILITY
a) Safety of others 25 50 75 100
b) Equipment and materials 20 40 60 80
c) Assisting trainees 5 20 35 50
d) Product/service quality 20 40 60 80
2. SKILL
a) Experience 45 90 135 180
b) Education/training 25 50 75 100
3. EFFORTS
a) Physical 25 50 75 100
b) Mental 35 70 105 150
4. WORKING CONDITIONS
a) Unpleasant 20 40 60 80
b) Hazards 20 40 60 80
TOTAL 1000

Individual Job Scoring Matrix

Job Name and Code Dept.: Position-
LEVELS
Compensable or Critical Factors Moderate
Minimum I Low II High IV
III
1. RESPONSIBILITY
a) Safety of others 25 50 75 100
b) Equipment and materials 20 40 60 80
c) Assisting trainees 5 20 35 50
d) Product/service quality 20 40 60 80
2. SKILL
a) Experience 45 90 135 180
b) Education/training 25 50 75 100
3. EFFORTS
a) Physical 25 50 75 100
b) Mental 35 70 105 150
4. WORKING CONDITIONS
a) Unpleasant 20 40 60 80
b) Hazards 20 40 60 80
TOTAL 1000
Note: A sample Multi-skill Chart
M U LTI -SKILL CH ART
(Sample Chart)

Doc. No.:
Review Date:
Next Review Due On:

DEPARIKtMT • FABRICATION

WORKSTATION s

WORKER NAME :
Photo
AGE :

ADDRESS :

CONTACT NO.

S. No. AREA OF WORK STATUS REMARKS

01 Drawing
02 Shearing
03 Drilling
04 Bending
05 G a s cutting
06 Welding MIG
07 Welding ARC
08 Welding TIG
09 Grinding
IO L e a k a g e T esting
* Change the above S k i l l s accord Eng to the Section and Plant

NOTE;

X: N e e d s Supervision 3: C a n d o Work Individually a n d Training to Others

2: C a n do Work Individually 4: C a n d o 2 . 3 -I- Developmental and Problem solver

PREPARED BY APPROVED BY
( H R DEPTT)
 SME Corner

SMEs, might not recruit or not required higher level professional managers or specialized technicians,
but competent supervisors' and managers' role is important. Rather, supervisors and managers should
fulfill the gap of specialized manpower by their multi-furious activities and experiences.

Capable M&Ss are essential for SMEs, with workplace related Jobs and competency. Owners and
company management should closely monitor their activities, unless they are well comprehended the
plant activities from Internal workmen to customers, all process, M/c & equipment specifications,
safety, plant capacity, productivity and quality techniques.

If any gap of knowledge, i t is essential M&S must participate the external training courses in these
areas.

A Trained and competent M&S, could reduce the operation cost by 10- 15% in any factory.

Self-assessment questions

i) How Managers and supervisors help the organization most?

ii) What are the functions of a manager and supervisor and role?
iii) What are skills and competency required for managers and supervisors?
iv) What are critical factors of the activities / work / jobs?
v) Which Ethics, discipline and Integrity in working to follow?
vi) What is the Process of defining daily working areas of the staffs?
 Chapter - VII

Lean Manufacturing
7.1 INTRODUCTION: Lean Manufacturing
The term “Lean Production” first thought up by John Krafcik at International Motor Vehicle Program (IMVP) at
MIT, in the 80’s.
The term was popularized by James P. Womack, Daniel T. Jones and Daniel Ross of IMVP at MIT, in their world-
famous book ‘The Machine That Changed the World’, that was published in 1990.
Lean originates from the Toyota Production System or through the techniques of Just-In-Time (JIT) production,
Henry Ford and other are the forerunners. The progress of Lean manufacturing and JIT Production goes back to
Eli Whitney with the concept of interchangeable parts.
Taiichi Ohno ( 大野耐一 , Ōno Taiichi, February 29, 1912 – May 28, 1990) was a Japanese industrial engineer
and businessman. He is designated as the father of the Toyota Production System, which inspired Lean
Manufacturing in the U.S. He invented the seven wastes (or muda in Japanese) as part of this system.

Lean manufacturing is a production technique, use the word “lean or reduction” for the purpose of focusing and
eliminating of wastages from the workplace and production system. Reduction may be economic use, saving or
control, Lean purposes are;
1. Lessening in the total production time
2. Decrease in the material use
3. Lessening in the requirement of human movement and effort
4. Reduction in the space of production
5. Decrease in the use of inventory
6. Saving in manpower through optimum utilization

Lean manufacturing is a business improvement cum customer engrossed techniques. As the success of the
business as a whole, depends largely on satisfying customer demands, Lean allows the manufacturing activities
to become more closely aligned with other company goals and activities. The core of Lean is around doing things
that add values from the customer's perspective.

Flow of
Jll

Stop Any
Production
Abnormality

PULL System
Autonomation
- Budd
T akt Time HE1JUNKA Human
Intelligence

Sequencing

Lean based on values and utilization, to

maximize output with minimum input. Lean manufacturing is a managerial technique/ philosophy for
improvement of the plant through standardization of the working, managing processes, organized work place,
manpower efficiency, improved quality, work place development, customer focused & committed. It enables the
optimum value addition of the input, develops the culture of continuous improvement, manpower & process
oriented, cost effective and profit-centric business strategy.
Figure 57: Lean Philosophy Last two decades, Lean become more popular
for developing countries, business communities and associations, that they become capable to strategizing for
Lean implementation for more customer driven qualitative production and organize the factories to survive &
win the competition in domestic and international market.
Lean manufacturing applies in industries through its various techniques & methods of improvements,
particularly in machine and tool selection, materials use, set-up time reduction, Just-In-Time and Kaizan aiming
at world class manufacturing; single flow manufacturing and inventory management.
One of the Lean technical dimension is Just-In-time manufacturing, it is a concept where the entire production
lines and process gets started only when customer places an order for a particular product. The order and
information get indicated or navigated to the initial step of production and even to the suppliers to replenish the
stock that will be used by that product as per specifications.

Heijunka (hi-JUNE-kuh), is a Japanese word which means leveling, is another purpose of Lean. It is one of
the Lean methodologies of process improvement, through leveling & balancing of operations / processes that
helps organizations to match unpredictable customers’ demand patterns and elimination in manufacturing
wastage through leveling the types and quantity of production over a fixed period of time.

The Japanese original term – heijunka ( 平 準 化 ), is a technique for reducing the mura i.e. unevenness/
disharmony which in turn reduces muda (waste) through production leveling. It is a vital to the development of
production efficiency, was applied in the Toyota Production System, i.e. lean manufacturing.
Jidoka reflects the ‘Automatic detection of problems or defects at an early stage and proceed with the production
only after resolving the problem at its root cause.’

7.2 Types of waste in the Lean

Lean is based of wastage lessening for the following areas;
1. Transportation
2. Wasted motions
3. Excess inventory
4. Wait time
5. Scrap or rework
6. Over-processing
7. Over-production
8. Underutilized human resources

7.3 Technical tools of lean manufacturing

Lean is not a single technique, rather constellation of famous techniques developed by various quality and
managerial gurus, these are;
T e c h n i q u e s of Lean M a n a g e m e n t

55
KANBA Value Mi te TPM
ISyJTtam ZeiWai iT-otal
Sv—am M=1 M stale Ek chan
aeveia I
pisiem ■

Figure 58: Applicable Technical Tools in lean manufacturing

Table No. 32: Lean Manufacturing Tools/ Techniques

Lean Lean Manufacturing Tools/ Techniques
Manufacturing 5S System
Tools/ Visual Control
Techniques
Standard operation procedures (SOPs)
Just in Time (JIT)
KANBAN System
Cellular Layout
Value Stream Mapping
POKA YOKE or Mistake Proofing
SMED (Single Minutes Exchange of Dies or Quick Changeover)
TPM (Total Productive Maintenance)
 Kaizen Blitz - Rapid Change / Improvement Process
7 QC Tools
Change Management
Self-directed work teams / Team management
Others Areas
Method Study and Motion study
Work Sampling and Time Study

tegonzation ot l e c h n i g u e s a s per Wastage

Over Over Internal TransportatiB Waiting Underutilize

|nventDry
Defects d human
Products Processing Motion Time
resources

Standard lE Self-directei
JIT a n d 7QCTools.
operation 5S cSX Techniques. wo ms
Kanban Kaizen &
procedures SPOS& Po'ki Layout
Poka Yoke
(SOPs), Just-
in-Time

Figure 59: Use of Technical Tools for various Wastage Reduction

7.4 Scopes included in the Lean techniques

Lean manufacturing is a tools, process and management philosophy directing the plant towards reduction in
waste & non-value-additions through controlling & eliminating the over production, waiting time, process time,
transportation, inventory, motion and scrap etc., form manufacturing and business. It enhances the productivity,
quality & customer satisfaction through efficiency, cost reduction, business volume and profitability.
Purpose of Lean implementation is, how to adjust these techniques with better understanding, on time
completion with sustainability and customer-oriented process and lean in production inputs. Following are the
scope under Lean management.

7.5 Focus on Wastage

The principal aim of Lean is to elimination of the wastage for which no customer wanted to pay and these are
non-value additions, as it never earns any revenue for the organization. Wastages are occurring in the plant due
to various imperfections, unplanned, uncontrolled and unstandardized activities which are not identified in the
plant.
Lean also focused on various losses in the plant due to bad quality, defects, faults, errors, mistakes which are
solved technically. Manpower engagement, human intelligence, team work, work culture, concept of continuous
improvement, saving in human efforts & cost are the philosophy in Lean. Lean also based on Takt Time, Flow of
production, abnormality, balancing and sequencing of operation. First priority of Lean is to emphasis on
wastages which occurs due to following reasons;

Overproduction: It is more production than the customer demanded, which stores for a time may be short or
long duration before selling. Used of more materials costs to the business, misuse of inputs and outputs,
unnecessary space occupancy etc., are the consequences of the overproduction. It may be occurs due to seasonal
effect, market fluctuation, speculative demand, one-time low-cost raw material procurement are causes of
unpredictive & uncontrolled overproduction. Causes for overproduction waste include:
Unplanned RM procurement without Just-in-Time / case logic
Improper batch size
Probable occurrence of defects
Unbalanced operations and process setup time
Improper scheduling
Standard time of operations not measured
Unbalanced parts and RMs of various production centers
Unprofessional managed and traditional plant.

Waiting Time: It is time of waiting for Man, Machine, Materials, Planning and instructions. More waiting is
unproductive times in the plant’s utilization. Waiting times is very difficult for dentification and elimination
also. It requires methodical data collection, balancing the activities with well-thought-out applications. Causes
of waiting time wastage includes:
Not defined standard times of operations
Unbalanced work processes
More occurrence of breakdowns
Poor Layout of the Plant and work station
Breakup or uneven in value streams and flow of operations
Imbalanced material flow
Poor communication and information within the plant
Weak industrial engineering teams
Unnecessary searching times of Die, Tools, Designs, Materials, back up operations and child parts etc.

Inventory or Work in Process (WIP): WIP occurs in the plant due to lack production & material planning, lot
& batch mismatched, pair & accessories and child part mismatch, delivery problem and customer return etc. The
causes of WIP are;
Gap in planning
Overlapping of orders, delivery, defective materials, space constraints etc.
Product and process complexity and missing
Poor scheduling
Customer return
Transport and delivery problems
Unbalanced work distribution
Obstructions in Value-stream flows.

Processing Wastage: Over-processing is the processing wastage, which is non-value-added operations and
activities, when products not required or due to its presence, products may be defective. It also unproductive
activities in the plant which should be eliminated with sustainability. Various causes for over-processing wastage
included due to;
Not developed product-wise or process-wise SoPs
Operators not aware or practiced the correct numbers of activity elements or operations
Product changes without process changes, occurs mistakes
No mistake proofing or alarm system for over processing
Misunderstanding of customer specifications
Just-in-case logic
Lack of work planning and communications
Unverified approvals

Internal Transportation: Internal transportation is waste in times, manpower efforts and over engagement of
manpower. More transportation is caused for waiting time, delay in operations and large production time. It
exists in the plant due to:
Poor plant layout and sequence of work stations
Inflexible production flow and set up
Interrupted flow and blockage of materials
Poor production planning
Lack of fixing the workstations.

Internal Motion: More motion of manpower is unproductive and non-value addition in the plant. It is very
much invisible, and only observed when method and motion study conducted in the plant. Only trained
manpower could do this study. Elimination of motions and transportation have immense impact on productivity
and cost saving. More motions in the plant occurs for the:
Inappropriate workstation design
Absence of application of therblig during workstation design
Understudied work methods
Improper material positioning and movement
 Untrained manpower and supervisors.

Defective Products: Rejection, rework and reprocessing is occurred due to defective production of outputs. This
is most costly wastages, which has enormous impact on cost and reputation of the organization. Plant incurred
opportunity losses due to defects. Various techniques are developed to reduce the defects. The causes which
creates the defects are:
Untrained and negligence from manpower
Weak quality control techniques
Method and measurement problems in the working
Misunderstanding of customer specifications
Lack of quality maintenance of machines
Inadequate inspection process
Imperfection in process and product design.

Underutilizing Manpower: Underutilized and misuse of manpower includes the loss of manpower,
administrative costs and underutilization of human capacity. It happened due to the following reasons:
Not defined operation standard time
Unplanned Manpower planning
Skills Matrix not established
Poor work distribution
Unprofessional business culture
Absence of skills training
No Training need identified for all levels of employees.

Wastages are that enemy, for which the Lean concept developed for competition on cost, quality, delivery and for
customers attraction. Focus on how to eliminate all wastages and Lean the un-productive areas with
sustainability. It improves plant performance and productivity of all resources. A country’s industrial
accomplishment relies on the competition, planning on loss reduction in the form of wastage from all sectors of
the industry, including public services. It has positive impact on country’s GDP, and also Lean develops a system
that drives for the customers.

7.6 Six Principles of Lean Manufacturing

Various experts originate these six Lean manufacturing principles, as per the foundation of Toyota’s success and
to help businesses, create products centered and on the basis of customers prerequisites. These are as follows;

1. Identify Value
Identifying value is defined as the first step or first Lean principle, in the journey of becoming lean. This step
requires businesses to outline the customers value and process to fulfill their products or services to meet those
values. It requires;
Developing products to meet the requirements of customers
Eradicating that features which do not explicitly meet that needs.

2. Map the Value Steam

The second lean manufacturing principle is mapping the value stream. A value stream is the complete process
cycle of a product, which includes the product’s design, the customers’ use of the product to final delivery of the
product.
This step requires companies to identify and chart the product’s value stream. Lean tools like Value Stream
Mapping (VSM) is used to visually map the entire product or process flow. After mapping the value stream, it
becomes easier to find and minimize steps that eliminate the not-added values.

3. Create Flow
Efficient product flow requires items to move from production to shipping without disruption. Hindrance arises
from time & extra processes, that could be achieved by strategically organizing the work floor, which describes
in third Lean principle, i.e. Flow. Uninterrupted and smooth flow is one of the pillars of Lean. Every factor, from
people, equipment to materials and shipping, must be taken into account, to ascertain the product’s seamlessly
movement through the production lines or operations.
A well-organized and interrupted flows in shop floor ensures in optimization of production time, inventory
cost and material handling.

4. Establish Pull
It is another pillar of Lean and closely related to producing flow, which used techniques of pull-based production
system, the fourth Lean principle, requires for businesses too. Traditional production systems use a push system
(when there is no pull), it starts from purchasing or supplies and proceeds materials without obeying the
manufacturing process, even when there isn't an order. Push systems are easy to create, they often result in large
inventories and a significant amount of work-in-progress (WIP). Pull system requires a well-planned method and
disciplined work techniques.

The businesses benefit of using a pull system are:

Reduction in misuse of workspace
Stop of unplanned output and increase productivity
Better inventory planning
Reduction in overproduction and underproduction
Reduction in WIP and better materials management.

5. Seek Perfection
Lean always planned and way forward towards perfection, which is another final Lean manufacturing principle.
Companies seeks perfection in all functions for Lean. While transforming for perfection, it might
straightforward, but it is often one of the most difficult principles to successfully put on in the workplace.
Looking for perfection requires continuous development in their practices and often requires a swing in the
workplace culture, for which Kaizen, a philosophy of continuous improvement, helps businesses with this
alteration by creating a culture to develop perfection, which management always aspires. Kaizen focuses on
making small, incremental changes and requires for every people from all functional areas to help and improve
the business practices.

Over the time, Kaizen becomes essential to involve people’s and their intelligence, results in increased
efficiency, lower costs, greater productivity, and better-quality products.

6. People Participation by Preparation

Lean shouts for participation and involvement from all levels and hierarchies in the organization. Plant people
should aware, trained and motivated for desired and planned change in their workplace for better today and
better for tomorrow. Make teams for participation and responsible, value creation in the shop-floor. Cultivate the
plant with improvement as a part of daily work and life. Prepare people with Lean training, self-supervision in
problem solving, apply the human/ own intelligence and could visualize the success for benefit.

7.7 Concept of various Times in the plant to Lean

Operations Time: Operation and process times are the time within which total value-added activities of the
operation and process completed. Technically, the standard time of an operation and process is the operations
time.

Cycle Time: Cycle time is called one-piece production time in the machine or in the line. In the Line one-piece
production time is calculated as per the bottleneck operation time in the line. Some, industry concept also refers
manufacturing/ production cycle time refers to the time, required or spent to convert raw materials into finished
goods. It could describe as throughput time. Theoretically, it is the length of time from the start of production to
the delivery of the final products.

Total Production time: It is total or addition of all operations or processing times of a product/ lot / in the plant.
It’s also the longest time which the all operations are covered from the point of receiving of the materials in the
shop floor to ready to delivery.
Lead Time: It is total time starting from receiving order from customers to delivery to the customers. In other
way, production lead time or manufacturing lead time is the period of time between a customer order being
placed and an order being fulfilled, completed and delivered. One can find its resemblances with Kanban time
i.e. the lead time starts when the request is added to the backlog and ends, when the product is delivered.

Takt time: Takt time is the maximum acceptable time to meet the demands of the customer. In other words, Takt
Time is the speed with which the product needs to be created to satisfy the needs of the customer. The Takt Time
Formula = (Net Time Available for Production)/ (Customer's Daily Demand). In another way it explains as takt
time is the time which is excess time after completion of total production. It is calculated as Takt time = (Total
time approved from the customer) – (Total Production or Lead time). Takt time is important for material
availability, plant shut down, pre-occupied of the lines with other orders and planning for cost effective
production.
7.8 SHORT DESCRIPTION OF LEAN TECHNIQUES
5S: A techniques, starts from housekeeping but at present becomes prerequisite for an industry to maintain the
standard to reduce the indiscipline in movement of man and material. 5S used for best space and shop floor
utilization, hygiene, safety and control of internal transportation. It is described detailed in 5S Implementation
chapter.

Kaizen: It is a theme of continuous improvement, first applied in Toyota and then percolates to the industries as
a philosophy of continuous improvement methods in Lean journey. Now Kaizen becomes a radical game changer
for industry with human participation with a problem-solving acumen. Detailed described in Kaizen chapter on
concept and implementation.

Cellular or Flow Manufacturing (CM): This process is the links the manual and machine operations with
materials positioning into the most efficient combination to maximize the value-added combination while
minimizing waste of motion, time and other contributing resources. Designing better layout and cell construction
helps to achieve simplified flows by integrating process operations in a one-way material flow. CM is one of the
primary techniques used to obtain the Lean benefits of shorter lead-times, improved quality, reduced inventories,
simplified scheduling, and minimized material handling.

Pull System, follow the pulls, the customer's order from the shipping department, which prompts new items to
be manufactured and signals that additional supplies need to be purchased. It also called Kanban, under Lean
manufacturing help businesses to establish a pull system to control the flow of materials in a production system.
This method of controlling the flow of resources by replacing only, what the customer has consumed. There are
several major benefits to pull systems; one benefit is the reduction of Work-In-Process (WIP); the second major
benefit is it reduces scheduling complexities. Pull Systems consist of production based on actual consumption,
small lot sizes, low inventories, management by vision, and better communication. Pull system eliminates
sources of waste in the production flow.

Value Stream Mapping (VSM): Value Stream Map is a visual presentation of the process flow, both material,
operations and information. It is used to provide an overview of the ‘present state’ of manufacturing process.
Producing this present state flow diagram will helps to identify all steps within the process, the basis of which
are value adding and non-value adding.
After mapping of the present state, a plant could clearly analyze with what opportunities are for eliminating the
non-value adding steps. Thus a ‘future state’ Maps of a process is created showing the improved, value-based
and streamlined flow. This method enables a production system / line to view at the ‘Big Picture’ of a
manufacturing process. Today VSM software developed to visualize and optimize any process or everything,
other-wise, it would be drawn by hand & in pencil for review & modification.
Sample existing VSM for Jewellery; s-necklace as per the core operation areas
Operations are described with Elements / sub-operations

- -T •

Figure 60: Sample VSM in Group of Operations

Existing VSM Time

” Internal/ Interna I f
Interna I
JO Aartisan r Out of
Gift of R.0Z to
JO from Vendor the Titan
Titan
Titan to □ peratio Stores'
Artisan's Artisa n' s ns Time Hosur
1 Bay Hosur
1 Day Line of 2 IBHrs. Hrs., 1 -2 Day
1-2 Days 2 Days

Figure 61: Total Value Stream Duration/ Length

Total VSM Time in SCT (Supply Chain Time) for Plant: 9 Days and CPM 11 Days
Note: Measurement of CPM (Critical Process Method /Time) is done by taking the maximum operation/ processes time of each production section /
unit/ activities.

Standard Time Variables, Revised as per Value Analysis on Operation Time: Online Artisan’s Total Operation Time 18hrs/ Two Days, this the
Cycle Time of 1 Pcs Operation of S-Necklace.
Next Revised Time Variables: Batch operation, work segregation and one-piece production line, where there are delays in red marked in the VSM,
where there is scope of Improvement.
Kaizen Burst: Required to change these critical areas for reduction in long delivery time due to long CT, and make it to short CT for short delivery
time, introduction of short duration Kaizen initiative through IE Techniques through the balancing the operations and 7QC Techniques for reduction
in rework & rejection from vendor/ supplier.

7QC Tools
It is a defects identifications and quality control Tool used in industry to reduce defects and defectives. 7QC
tools developed by various Gurus and Masaki Mai towards the journey of TQM. The most important techniques
of 7QC tools are, Pareto chart and Ishikawa diagram etc. It consists of seven techniques which is discussed in
TQM and quality chapter in this book.

Visual Systems: In a ‘Visual Workplace’, it demonstrates about self-explaining, self-ordering, self-regulating,

and self-improving, displaying about which are supposed to happen does happen, on time, every time, day or
night - because of visual systems. Many organizations, it displays about the technical aspects, teams, planning
and achievements of a plant, involvement and control of progress.
It is used to transform a factory into a place where thousands of messages concerning product quality,
productivity, scheduling and safety are accurately and rapidly delivered every day. There are four basic visual
devices are 1) Visual Indicators, 2) Visual Signals, 3) Visual Controls, and 4) Visual Guarantee (also known as
mistake-proofing and poka-yoke devices). The main impressions of visual system are eliminating non-valued
added motion with observable presentation.

Total Productive Maintenance (TPM): It consists of a company-wide upkeep of plant & equipment through
maintenance covering the entire equipment life cycle. TPM requires an initiative from management for
participation by every employee. The purpose of TPM is to minimize downtime, develop method of various
maintenance and to maximize machine availability for performance. TPM consists of eight pillars which
discussed in TPM chapter.

Setup time Reduction: During the production, various products and combinations processes are changed as per
customer’s orders and specifications. Times requires to do new set up in the machines and combination of
equipment. So, set up driven by the need of being able to change over a given process to produce a different
product in the most efficient manner. Reducing Setup (or Changeover) is the lean manufacturing technique
allowing the mixing of production/ products without slowing or disrupting output or creating higher costs,
associated with non-value adding activities.

In Lean changeovers, it adds no value and therefore should be minimized with the goal in reduction and
elimination in downtimes due to internal and external activities. The setup process should be viewed from two
different perspectives, one is Internal steps conducted and requires complete when the machine is stopped,
versus external steps conducted and finished offline while the machine is in operation. Quick Changeover will
increase productivity, reduce lead-time, lower total costs, and increase flexibility to adapt to a changing market
and/or product mix.

Just-In-Time (JIT): It also called Kanban in TPS (Toyota Production System), or as may describe it as demand-
pull manufacturing, world-class manufacturing, and agile manufacturing are just a few of these strategies in
Lean Manufacturing. Kanban is resembled to lean and just-in-time (JIT) production, is a visual system for
managing work as it moves through a process. Kanban also a concept related to where it is used as a scheduling
system that tells what to produce, when to produce it, and how much to produce, when all are viewed from a total
systems perspective.
There are similarities with Pull, Kanban or JIT is an inventory management strategy; one of its elements
is Kanban. Kanban is a pull or demand type of scheduling system, usually in the form of job cards, bins, palettes,
or boxes. JIT uses Kanban as a means to prevent inventory-related costs.
The Kanban method is an approach to change management, that is designed to meet minimal resistance.
However, it encourages continuous small incremental and evolutionary changes to any existing system.

Value Engineering in Lean

Lean is based on reduction in wastage for more value addition. The identification of the activities through the
added values to the product or process should consist of an analysis, a thorough examination in the system,
process and procedures, by assessing its functions.
The first step to engineering the value in Lean, should be the process analysis, definition of the problem and its
relevant or that can influence the analysis and solution of the problem. After this step, analyze the process
functions and their derivatives. The functions are divided into ‘basic’ and ‘minor roles’. The functions of the
process seek to identify a cost-performance/ benefit. Value engineering is a systematic process by which it
analyzes the model with focus on functionality. Through the value applied to the model, it created, projects in
improvement and cost reduction.
PDCA Cycle
The PDCA cycle/ circle or wheel, developed by Deming, consists of four components, Plan - for Identification of
the problem, collect relevant data, and understand the problem's root cause, develop hypotheses about what the
issues may be, and decide which one to test. Do – for development and implementation of solution; decide upon
a measurement to gauge its effectiveness, test the potential solution, and measure the results. Check – to confirm
the results through before-and-after data comparison. Study the result, measure effectiveness, and decide
whether the hypothesis is supported or not. Act - to document the results, inform others about the process
changes, and make recommendations for the future PDCA cycles. If the solution was successful, implement it. If
not, tackle the next problem and repeat the PDCA cycle again.

Why PDCA is important

PDCA method, if well executed properly, in many circumstances and in critical technical problems, particular
when there is a highly complex work environment, provides the desired solutions. The advantages of PDCA are:

Many people could be involved at time, integrates additional expertise to solve the problem
PDCA does not necessitate in-depth expertise when working with highly technical or critical processes
It easy to understand to execute
This method can be learned and discuss quickly
Keeps everyone focused on the areas of problems to being addressed
In easy clarified goals of the project for involving everyone in individual and in team
Easy to distribute the accountability for completing tasks
Advanced a culture of continuous improvement.
 Strategy for Application and
application &< trial of ne
Improvement process

Verify and check

Understanding the result
and clarification
of the Process/
Problem

Act on developed
Find process checking
Improvement and information and
organize the Team defined approach

Figure 62: Planning through PDCA Cycle

After the above discussion, it is clarified what is importance of Lean, but it also equally important to know what
is not, Lean does not mean ‘Lean and Mean’. Sometimes many erroneously thinking in the goal of Lean is to
save & fire people and make the over-involved people with more workload. It is important for learning, team
effort for to be more productive. After implementation; salary, recognition and rewards are included in the work
culture in many organizations. Through 5S implementation at work place, improved in comfortably spending
more time in the workplace with easy access of materials and effort in a hygienic condition. Employees
understanding on increased competency through Training under Lean implementation. With core value concept
in Lean, customers become more benefited with quality and cost.

7.9 Lean profit in an organization

Lean manufacturing techniques are used to increase profitability by reducing costs. By understanding how
customers define value, costs that do not add value are reduced or lessened.
Traditional View: Cost + Profit = Sales Price

In the above example the cost to bring the product to market, plus profit dictates the selling price of a product.
Particularly in the global economy this thought is rarely reflective in the present practices. Competition and
customer demand repeatedly set selling prices. Process of controlling the costs through eliminating non value-
added activities, a Lean manufacturing culture directly affects cost.

In Lean View: Profit = Sales Price – Cost

By implementing and obeying Lean principles, companies realized the direct cost savings by driving out waste
and make significant improvements additionally in other areas:
Employee motivation and involvement
Gain in productivity
Customer satisfaction due to reduced defects and improved delivery
Faster growth in the market
Vorne Products and Lean Manufacturing
A manufacturing truth – “you cannot change that which you do not measure”. Vorne visual displays provide real-
time information to enhance Lean manufacturing initiatives and create a true visual factory environment.

The visual display of information makes change possible by informing operators of critical real-time production
information. As per Vorne, imagine driving a car without real-time information, no gauges, lights or any
indication of how the vehicle is performing. It would be difficult to maintain a proper speed, watch for indication
of required maintenance and to monitor critical processes.
The fact is, whatever the goal; increasing productivity, reducing downtime, or enhancing communication; Vorne
message and production monitoring displays are an outstanding choice in these areas.

Benefits /results after implementation of lean manufacturing

1. Increase in productivity
2. Increase in space utilization
3. Optimum utilization of plant and machinery
4. Cycle time reduction
5. Reduction in inventory
6. Improvement in man and machine utilization
7. Reduction in defects
8. Better controlling in operation and business
9. Organization reputation in the market

7.10 Process of Lean Implementation

First, implementation of the Lean Tools in a traditional organization, through the application of Lean Tools such
as 5S, Kaizen, 7QC Tools, SMED, Poka Yoke and VSM etc. These Tools could be implemented as a continuous
improvement, develop the Lean culture and tools for reduction of 7Wastage.

Second, Lean techniques could be used, when there will be problems related to quality, process, customers and
other functional areas of the organization. This technique evolves and refers as Lean-six sigma.

In this book, both process of implementations is discussed in next chapters.

7.11 Case Study: Lean Implementation

Lean Training and

Lean Implementation, as
described, based on wastages is usually depends on the identification of the internal problems and critical areas
of business. Most of the Lean culture starts from projects and through the continuous implementation of various
problems with their standardization, scalability and sustainability. A cultural change evolves from continuous
improvements. Team Building, employee engagement, customer focus, management involvement and value
additions etc., also immerged from the continuous improvement thinking and working on customers feedback,
process-based orientation and critical areas of business with sustainable culture of growth.

Step I:

Identification Wastages in
the Existing Process, Tools
and Techniques

Define Project: Lean applies the 3600 approach for the

plant improvement and selection of projects on the target of wastage reduction, covering all sections of the plant.
It involves all employee for the Improvement initiatives with their valuable Inputs.

In the sections, it is initiated through the process of identification the problems, identification of the project for
improvements in the production sections, technical basis for identification of problems and details about the
projects.

Root cause analysis, Pareto Chart & other Quality Technical Tools are used in the data analysis. All the Tools are
presented below the data and problem analysis.

Figure 63: Define Lean Implementation

DrninrF Process of identification the projects through problems
i) Customer feedback & returns – internal and external
ii) Internal assessments for all types of losses
iii) Control the cost of production, reduction in process wastage and drive for cost reduction
iv) Targets to improve the productivity and quality
v) Section-wise identification of problem
vi) Reduction in processing time
vii) Section wise improvements targets
viii) Section wise drive for reduction of all wastages: time, inputs, reprocess and re-used items and energy
ix) Analysis of the internal MIS for analysis of the internal
x) Reduction in operation and processing time loss
xi) Improvement in manpower productivity

Basis of the selection of the project: Technical tools used for identification of problems
i) Pareto Analyses of the data of the problems
ii) Root Cause Analysis
iii) Feedback from the team members
iv) Numerical Nos. i.e. in counting the actual failures
v) During the implementation of 5S, Kaizen
vi) During implementation and collection of internal data and information MIS for collection
vii) Through the Time and Motion Study.

Selected projects for improvements

Identification of defects - Flow Chart Process of attaining customer complaint for Project
Interaction with
Selection
Identification of
Process Losses/ Key Persons ■
Defects a n d Operators complaints at log in into complaint to
/Supervisors/
Collection of Workers a b o u t centralized t h e customei the
t h e Defects p o i n t (HO) complaint lot concerned

RCA of t h e Verification
Reyi ew of complaint by □Tractive of corrective
Possible I m p a c t action
p r e v i o u s data t h e team action
of t h e Project a n d T rends

V
Communicati
cm of statu s
Closure of to t h e
Identification complaint Centralized
Analysis/ Review and
of all t h e a b o v e coordinator
Categorization
Pro bl ems of p r o b l e m s Toil No. 1: CanpUints «ehed o n 46 Nos.
Sr.lto. Types ComplMil Identified Problems co Coftylants Co ml Receiving Male

Qualify C crqlant Ls Emai

>adt*g OxrpHins pegrtvaijfion E-al

Id. of
Jivabch pranspcrtalonloss Ems
Project 54«-0n Tima Oawen psarerDftelsp l {few areas FtS
Otten Ehorags' Uispace::t Fa:<edIJateras Erai

Figure 64: Lean Project for Improvement

All the sections of the plant and the technical team decides to involve themselves in the wastage reduction
through Lean manufacturing techniques in the plant, in each section have selected the most important and
potential areas of the improvements on the basis of customers feedback (internal & external), manufacturing
fault & defects, wastages in materials etc.
So, the selected improvements under one project i.e. reduction in wastages in the most improvement potential /
affected areas by giving target of improvements to the respected sections.
Shorting the list of improvement projects, kick off the study and improvement, on the same time, or developed
steps internally as per applicability in the plant.

Step 2
Develop Teams and engage in Training
Teams should be formed from the functional areas at the preliminary level of the plant and cross functional at the
Top level. All the Team members should be Trained on the Lean aspects – Tools & Techniques, about Project and
Personal involvement required with the daily activities. There always misconceptions about full involvement of
employees for the project with daily activities, rather Team members should plan the amount and time of
involvement in various meeting, discussion, data collection or analysis as the daily or periodically convenient
times / durations. There should be understanding among the team members that after the project / study
implementation, their work effort / workload will be comparatively less and work will be in discipline and
standardize method, which will save time for more involvement in the existing work.
Plant Team Leader

Project Project Project Project Project Project P roject

Team Team Team Team Team Team Team

I 1 1
Leader 1 Leader 2 Leader 3 Leader 4 Leader 5 Leader 6 Leader?
MM MM MM MM MM MM
1 Team 1 1 Team 1 1 T earn 1 1 Team 1 1 Team 1 Team 1
1 Members! iMembersI Members Members Members! Members Membersl

Figure 65: Lean Project Team members

Lean project implementation processes for Lean teams

S e l e c t i o n of t h e Training of Development
allect
Teams u n d e r Formation of the cone o f t h e Data of t h .
P l a n t Team QC Teams Team Collection
Leader Members Method

Analysis of the Allocati.

CollecterfData - Pareto, Respons Implementatio
CE, Why-Why etc. Dev< Ian

I mp ro vem Review the

R e s u l t of and Monitorial Mi
System - Contri
Improvement
Chart

STANDARDIZATION ( S O P )

Figure 66: Lean Project Implementation Processes for Lean Teams

Step 3
Data collection and analysis
Data collection of the Lean project is organized method to understand the initial disposition of the project and
visualize the real problems with intensity and extension. Data should be actual and on-site recording of the
process of collection. It is important because after completion of the project implementation, the resemble test
and experiment should conduct in homogeneous condition to estimate the veracity of the study/ project with
benefit.
Important points for the Data collection;
Define the collection points as per the most critical areas for representing the problem and to make
solution
Define a homogeneous method of data collection; standard procedure to follow by all persons whoever
collecting the data with a standard format and decided times
Any problem and variation in collection method and timings, immediate communication to the team
leader
There are some methods used in the industry for data analysis, following are the data analysis procedures;
Pareto Analysis for ranking and significance for the identification of the major causes for solution
Root-Cause analysis for likely areas of roots for further solution
Why Why analysis for solution finding
Delphi method etc.

Following are the Sample data collection and analysis in the projects with analysis;
Table No. 33: Sample Data collection on rework
REWORK APRIL- May- Jul- Aug- Sep- Oct- Nov-
LIFTER Jun-15
PERCENTAGE 15 15 15 15 15 15 15
BAR
(%) 18.5 6.3 18.2 50.0 4.5 11.5 5.9 3.3
REWORK APRIL- May- Jul- Aug- Sep- Oct- Nov-
SHELL Jun-15
PERCENTAGE 15 15 15 15 15 15 15
PLATE
(%) 18.18 50.00 40.00 0.00 7.14 0.00 12.50 9.09
 HEAD REWORK APRIL- May- Jun-15 Jul- Aug- Sep- Oct- Nov-
PLATE PERCENTAGE 15 15 15 15 15 15 15
(%) 33.33 66.67 100.00 78.57 15.38 0.00 22.22 20.00
REWORK APRIL- May- Jul- Aug- Sep- Oct- Nov-
GRATE Jun-15
PERCENTAGE 15 15 15 15 15 15 15
PLATE
(%) 42.86 75.00 100.00 0.00 150.00 23.08 0.00 0.00
REWORK APRIL- May- Jul- Aug- Sep- Oct- Nov-
FILLING PERCENTAGE Jun-15
15 15 15 15 15 15 15
SEGMENT
(%) 16.67 0.00 0.00 10.00 0.00 0.00 0.00 0.00
APRIL- May- Jun- Jul- Aug- Sep- Oct- Nov-
MONTHS
15 15 15 15 15 15 15 15
TOTAL
64 36 103 63 66 89 77 62
ASSEMBLY
TOTAL TOTAL
14 16 24 23 8 6 5 3
REWORK
REWORK
PERCENTAGE 21.88 44.44 23.30 36.51 12.12 6.74 6.49 4.84
(%)

Analysis
FISHBONE DIAGRAM FOR MOULD ASSEMBLY
( ENVIRONMENT
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| MATERIAL

FISHBONE DIAGRAM FOR MOULD ASSEMBLY

METHOD |_ e n v i r o n m e n t
SHRINKAGE
UPON T E M P
SQMI i i m i i m r ' p n
Or r SE T NOT G I V E N I N
DRAWING -------------

REWORK IN GRA.TC PI
MOULD ASSEMDL
MISTAKE T O
DIME NSION
NO S U r r i C F N T
SPEW HOLE
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GUIDE P I N ANU
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| MATERIAL MAN

FISHBONE DIAGRAM FOR LIFTER BAR MOULD ASSEMBLY

tJ'iSSSTblJ* — -
 Cause & Effect Diagram for Less Flow Cause & Effect Diagram for Spongy and air entrapment

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-Peso nnel

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Another Method of Data Collection

The collection process and time are as per the necessities of extensive data analysis and decided the prime points, when the most defects occurs to
understand the causes for corrective measures thou g h R-C Analy sis.
LINE CARTON Date2: 8-7- Date5: 11-7- Date6: 12-7-
Datel: 7-7-14 Date3: 9-7-14 Date4: 10-7-14 Date7: 13-7-14
14 14 14
PACKING Defects/ Defects/ Defects/ Defects/
Defects/ Defects/ Defects/
SECTION Rejection Rejection Rejection Rejection
Rejection Rejection Rejection
Sr.
Defects Al A2 B l B 2 Al A2 Bl B 2 Al A2 Bl B 2 Al A2 Bl B 2 Al A2 B l B 2 A 1 A2 B l B 2 Al A2 B l B2
No.
Machine
1 Punching 2 2 9 30 6 2 3 13 1 2 31 3
problem
Flap opening
2 6 1 20 14 14 6 3 65 62 4 2 61 8 4 1 5 2 3 2 45
problem
Leakage
3 128 45 53 7 42 25 1 32 43 30 55 26 12 25 60 24 26 17 15 35 13 4G 25 62 33 22 10
problem
PM
4 specifications
problem
Vendor end PM
5 1 1 4 2 2 12 1
problem
Adhesive
6 72 39 60 43 59 42 22 73 52 19 125 74 36 150 80 39 14 63 15 61 78 30 84 35 35 18 75
pasting problem
Printing
7 297 190 4 20 1 6 14 4 14 90 17 16 76 40 16 3 6
problem
8 Weight variation 51 5 8 83 49 13 30 30 4 10 80 29 40 10 32 55 4 12 6 30 25 6 15 2 107
Inner laminate
9
problem
10 Others
11 TOTAL 551 282 136 120 149 121 94 74 151 125 47 266 114 171 280 202 97 121 272 42 152 101 127 139 103 86 44 243

LINE CARTON Datel: 14-07-14 Date2: 15-07-14 Date3: 10-07-14 Date* 17-04-14 Date5: 18-07-14 Date6: 19-07-14 Date7: 20-07-14
PACKING Defects/ Defects/ Defects/ Defects/ Defects/ Defects/ Defects/
Total

SECTION Rejection R ection R iection Rejection Rejection Rejection Reaction

Sr. Defects A A2 Bl B2 Al A2 Bl B2 Al A2 B l B2 Al A2 Bl B2 Al A2 Bl B 2 Al A2 Bl B2 Al A2 Bl B2
No. 1

Machine Punching
1 problem 4 9 0 1 14

Flap opening
2 problem 3 1 10 12 9 0 11 9 8 11 30 40 26 12 86 110 42 3 4B 22 58 4 25 25 48 19 13 8 693
13 46
3 Leakage problem 7 15 35 30 17 18 225 220 62 162 148 165 0
106 60 350 132 120 97 93 79 28 77 37 43 64 60 45 3085
PM specifications
4 O
problem
Vendor end PM
5 problem 2 11 0 0 5 3 4 3 28

Adhesive pasting ID CO in rxi m t-4 in in m o <o o ID fXI in o o

6 problem m 8 3 § ■D
•n rn S S 3 9
LO
F3 3 § 3 S
rn CTl
on
IC
OJ PI 5810
§ (N

7 Printing problem ID
m o ID srH rj
ID s
CM s
nj in 8
tn
co o 3 co
r-< (N o
m
IN CM o
r—< r—< a
ni m
m 3
uo
in
CM in on E 3 § 2690

IN O CO O in CT> o -d- ni o o
8 Weight variation <N in ID a 8 s? o o ID O in O g m s o 1044

9 Inner laminate
problem
O

IO Others O

g
1 H36l

s I in ID
j 1284
1076

1023

11 TOTAL 1 § a §
s
in a 1' K § 8 B 2 s s s 3 < §
1

Pareto Analysis of the Defects

 Packing Mi'c RT4 Defects Identification
Pareto C h a r t for R T 4 M a c h i n e Defects
5000-
Machine Punching
100 problem
4000-
Flap opening

§
W e i g h t variation | if olllmn

Percent
17% 7tt

s
s
Leakage problem
21%
1000- - 20 P r i n t i n g pinblrwn
1B%

0
Adhesive pasting
problem
S4%

Vendor end
P M problem
1%
C2 1493 912 814 736 328 127
Percent 33.9 20.7 18.5 16.7 7.4 2.9
Cum% 33.9 54.5 73.0 89.7 97.1 100.0

Root Analysis for Defects - Adhesive

Material

\ for Defects
/
f Fennel situ at a u c q c r t o h e rcthccled.
i n Line
/ Carton
/ AlDiw.iim [-■-tkLiri y catail - I I <>a is. rirjL
' olicjned with the rollers. i
Line cpi’oo e a r g u i d e alionrrent is out.

Methods

Step 4
Implementation Planning and Implement as per Planning
The most important step under Lean / lean-six-sigma Project is implementation of the planned improvements.
After data analysis, team starts the implementation with some specific method. The specific methods are as
follows;
F Discuss the analysis in the team meeting
F Find the solutions from the participation of each individuals
F Collections of solutions, suggestions through repeated on-site visits and analysis
F Selection of best suited solutions as per the ranking of the obvious and immediate solutions, cost effective
solutions, short-long term implementation, solutions depends on other section, implementation required the
approval of top management or any joint decision of management and sections
F Define responsibility of implementation with time and action points
F Develop and follow up the formats & data tables for action plan, duration, verification dates and completion
signature with responsible person and Team leader.

Team could use some methods for generating solutions;

Brainstorming
Delphi method
FEMA
W-H Analysis etc.
 D i s t r i b u t i o n of
Project-wise
Training to the R e s p o n s i b i l i t y on D a t a Collection /
F o r m a t i o n of Q C
Teams Defined Action Verification
Teams
Plan

Root C a u s e
Collective A l l o c a t i o n of
analysis and
Data Analysis D e c i s i o n for Implementation
Develop Action
Improvements Responsibilities
Plan

A c t i o n o.n Com | »n of
Review of R e s u l t Data collection
Implementation th e A Plan

Improvement Run chart Process STANDARD IZATIO

Analysis preparation Modifications

Figure 67: Procedures followed to conduct the study

X:
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FtakaaMC 111 to 17 H 18 IB IO 18 13 12 15 TccuZr ___________

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it M-'wlil m.MaluIr < teaII lliinu te MAIR Al OpaiMari On<oiro

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•• 1MaHaMan tea «aaad • atlte.aUad maaalaa <a“. •-•'■•A —

MMhlAllua

Sample WHY WHY Analysis for Reduction in B/D

Action Plan on solutions, based on R-C Analysis
Table No. 34: Action Plan solutions based on R-C Analysis
Sl. Name of
Causes of Defects
No. Defects
1. Lack of Preventive and
Machine Schedule Maintenance
1 Punching 2. Lack of Suction in Vacuum
problem Pump for low pressure
3. Improper Magazine setting 3. Magazine setting is done as and when
1. Line carton flap opening
Flap diagonal fingers unit not
2 opening available
problem 2. Line carton ear guide
alignment is out
1. Inner laminate pasting not
on all points (8 points)
2. Inner laminate pasting not
constant.
3. Sealer alignment not proper
both male and female
4. Temperature fluctuation in
heater.
5. Inner laminate not open
properly by Diagonal
Fingers in the machine.
6. PM laminate inner layer
shrinkage.
Leakage 7. Temperature setting problem
3
problem
8. Sealer pressure not
Specified
9. Material enter between inner
layer at sealing point
10. Sealer material not specified.
11. Process parameter not
defined for all variant of
inner lining (PM Types)
12. Material handling / Stacking
of PM is not proper
13. PM some time gains
moisture in humid or rainy
season
4 Adhesive 1. Packing material Gram
pasting /GSM (Thickness) not
problem specified.
2. Creasing of Carton is not
proper in PM
3. Adhesive solution not
specified
4. Flap Perforation standard
not defined
5. More moisture gains in
carton
6. Guide alignment/setting
not proper
7. Quantity of Adhesive
varies
8. Material mixes with
adhesive
9. Inner line pushes flap
outwards
10. Conveyer cleaning not
properly
11. Adhesive dry time not
specified
12. Cleaning of applicator and
setting
Completed Corrective Action
1. Preventive & Scheduled maintenance
prepared & adhered.
2. Vacuum pressure gauge fitment arrangement
trial done on one pump. Will be replicated on
other pump (Spares awaited).
required as per line carton.
1. Line carton diagonal fingers made &
available.
2. Line carton Ear guide alignment & timing
done.
1. Two Team visited the site and sorted out the
problem.
2. Alignment checked with wire gauge for
equal pressure & gap.
3. Heater temperature cross checked with IR
Thermometer. Found 1 to 2 Degree C
variation.
4. Diagonal Finger cantering with packet
checked & adjustment done.
5. Checking method of PM Material
Specification v/s Actual
6. Temperature parameters already defined.
Standard operating temperature displayed on
machines.
7. No specific parameter, to be adjusted as per
requirement (Inner Laminate).
8. Gap between vibrator plate & packet
checked & corrected to have required
vibration in packet to drop down the surface
hanging material.
9. NA
10. SOP made for all the machines
11. Stacking racks already installed in L/C PM
storage area. Stacking
procedures/Instructions defined and
displayed.
12. Methods improved for stock and receiving of
material at incoming stage.
1. Packing material and GSM specified for every
SKU.
2. Kaizen Needed from Vendor end for constant
creasing in all cartoons.
3. 3 & 7. Adhesive solution already specified
by supplier for Quantity of Adhesive is
fixed.10 % water is mixed with adhesive to
maintain the viscosity of the adhesive. The
ratio would be monitored strictly complying
norms.
4. Flap perforation new design suggested.20000
nos. cartons would be available shortly.
5. Methods improved for stock and receiving of
material at incoming stage
6. Glue applicator guide alignment checked &
corrected.
7. Adhesive box top cover installed to make
sure that raw material does not mix with the
adhesive.
8. Cleaning schedule prepared by packing
department for hot water cleaning of
conveyor.
9. Adhesive drying time already defined. The
conveyor length and the travel time of line
carton from ejector to conveyor end decide
the drying time of carton.
 10.
13. Applicator alignment not Applicator cleaning work instructions
proper designed & followed.
11. Applicator top covering done to reduce
moisture evaporation rate & mixing of
foreign particle with glue.
1. Stirrer already installed in hoppers of L/C
1. Nature of material (Bulk
machines.
Density)
2. NA
2. WIP storage time not
3. Moving Funnel design (spillage control) is
defined (moisture loss)
under implementation process with OEM.
3. Funnel design issue more
Weight 4. 4 & 5. Required improvement in Sampling
5 material spillage
variation 4. Shrinkage in Inner Liner Plan and inspection Method also
Kaizen/corrective action need from vendor
5. Inner Liner not Stick
5. Proper sensor positioning done in hopper;
properly on all point
Stirrer modification done to remove stuck
6. Hopper filling level low or
material around the sensor (nullifying the
high
chances of sensor malfunction).
Pusher plate bottom flap
6 Others Pusher plate alignment already done.
angle & alignment out
Note: The Table shown the sample procedures of action plan for corrective measures

Upper Finger for Carton Opening is Installed

' £
One of the Lower Finger for Carton Opening is
which was missing in the Line/ M/cs. Installed which was missing in the Line/ M/cs.

Improved in Adhesive Problems

K VW
v

Open Tray of the Adhesive before QC and Corrective action which was Closed / Covered Tray of the Adhesive before QC and Corrective
caused for Evaporation and Concentration of the Liquid action which is Now Controlled from Evaporation and Concentration
of the Liquid
 Existing Punching Problems are solved/ reduced after Installed of new
more pressured Punching Fingers Printer of the Line are Repaired and Maintaining for Correct and Legi
Printing as per the Quality of the Carton

Involvements of the people

Qc team’s continuous monitoring and analysis
Table No. 35: Sample Action Follow up Sheet
Action
S. Problem Identified Proposed by Action to be Action Responsibilit Targe
Dept. Status
No. Statement Causes Maintenance Taken Taken y t Date
Dept
LEAKAGE Sealer to be
OF checked using Checked
Sealer alignment Gap to be 19-
MATERIAL gauge if with wire Maint.
1 not proper both checked with Maint. Dec- Done
IN required gauge found Head
male and female Wire gauge 14
PACKING contact M/c equal gap.
mfg.
Heater
temperature
Temperature Check Found 1 19-
to be cross Maint.
2 fluctuation in Thermocouple Degree Maint. Dec- Done
checked with Head
heater. working variation. 14
IR
Thermometer
check design
Inner laminate and setting of
Diagonal
not open fingers if Found slight 19-
Finger center Maint.
3 properly by require take shifting, Maint. Dec- Done
to be Head
Diagonal Fingers reference setting done 14
checked
in the machine. from old
machine
Sealer
No specific
Pressure to be
parameter,
defined Contact 25-
Sealer pressure Consult with Maint. to be
4 according to details Maint. Dec-
not Specified OEM Head adjusted as
type of received 14
per
variants of
requirement.
inner liner
5 Material enter check vibrator Gap between Gap closed, Maint. Maint. 19- Done
between inner setting also Packet & now every Head Dec-
layer at sealing see contact vibrator plate packet are 14
point points from to be having
cartoons checked required
vibration to
 drop down
the surface
hanging
material
Funnel design
Funnel design New design
to be modified Maint. 31- Under
6 issue more for filling of Maint.
to control Head Jan-15 process
material spillage material
material loss
Sensor
control with
existing
machine
Under
Weight operation Start stop
Observation
Variation (Starting, logic made,
Sensor type or 31- from 8 Jan
Hopper filling stopping, Stirrer Maint.
7 quality to be Maint. Dec- 14, Next to
level low or high pause break, Modification, Head
changed 14 be applied
delay time, VFD on
on second
feed speed, Stirrer Motor
Auger filler
Auger filler
alignment
with feed
screw etc.)
Guide
Guide alignment to Guide 19-
Maint.
8 alignment/setting be check and Alignment Verification Maint. Dec- Done
Head
not proper setting to be found ok 14
freeze
Applicator
ADHESIVE
top covering
PASTING
done to
PROBLEM
Applicator reduce
IN
Applicator alignment to Applicator 19- moisture
PACKING Maint.
9 alignment not be check and alignment Verification Maint. Dec- evaporation
Head
proper setting to be found ok 14 rate &
freeze mixing of
foreign
particle with
glue
Step 5
Post-Implementation Data collection and analysis
To ensure projects is successful and benefited, Team Leader and team members necessarily start the data
collection, following the same method and sampling for data collection. The team of data collection should be
same with time and machine/ equipment, area and products. If any seasonal variable may affect the result, it also
to be consider with other influencing and intermediating factors in the result.

After collecting data, the result would be compared/ measured with improvement in the expected and previous
studied areas to ensure that expected result is achieved, the amount of financial benefit will be calculated on
total benefit in a year and for long implemented project it may be for total five year.

Testing / verification of the outcome

Table No. 36: After implementation data collection Table
L I N E CARTON P A C K I N G Datel: 9 -14 DateZ: 11-8-14 Date3: 12-8-14,
S E C T I O N - RT4 Drfecls/ Rejection Defects?' Rejection Drfects?' Rejection
Total Per Day 7 Days
Sr.
No.
Defects Al A2 Bl B2 Al A2 Bl B2 Al A2 Bl B2
frbchine Punching
1 problem 0 0 0 0 0 o 0 0 0 0 0 0 0
0 0
2 Flap opening problem 20 19 8 4 9 7 15 16 3 2 8 10 1 21 4Q3333 282333
3 Leakage problem 30 37 6 8 40 10 40 20 20 6 1 20 238 793333 559333
4 PM specifications 0 0 0 0 0 0 0 0 0 0 0 0 0
problem 0 0
Vendor end P M
5 5 0 0 0 40 3 0 0 0 0 0 0 48
problem 16 112
Adhesive pasting
6
problem
15 10 12 16 2 o 45 35 0 3 12 40 190
63.3333 443333
7 Printing problem 6 0 ID 12 0 0 25 14 0 0 0 9 76 25.3333 177.333
8 Weight variation 0 0 6 2 50 0 18 10 0 1 8 10 1CE> 35 245
Inner laminate
9 0 0
problem 0 0 0 0 0 0 0 0 0 0 0 0 0
10 Others 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
11 76 66 42 42 141 20 143 95 23 12 29 89 778 259.333 1815.33

LINE CARTON PACKING Datel: 9-8-14 Date2: 11-8- 14 Date . 6 12-8-14

S E C T I O N - P A P E R M/C Defects/ Rejection Detects/ Rejection Deft urts/ Rejection
Totall Per Day 7 Days
Defects Al A2 Bl B2 Al A2 Bl B2 Al A2 Bl B2
No.
1 Ntechine Punching problem 0 0 O 0 0 0 0 0 0 0 0 0 0 0 0
2 Flap opening problem 0 O 12 4 36 14 l 12 8 11 17 15 11 140 46.6667 326.667
3 Leakage problem 0 O 12 14 18 38 30 25 17 22 50 92 318 106 742
4 PM specifications problem 0 0 O 0 0 0 0 0 0 0 0 O 0 □ O
5 Vendor end PM problem 0 O O 0 0 0 0 0 6 8 0 O 14 4,66667 32,6667
1 6 Adhesive pasting problem 0 0 15 16 22 52 50 48 32 82 15 TOO 432 144 1008
7 Printing problem 0 O 4 io U 40 28 17 5 i24 TO 52 261 87' 609
8 Weight variarti on 0 0 10 5 2 0 14 16 17 68 40 17 189 63 441
9 Inner laminate problem 0 O 0 O O o o O 0 0 0 O 0 0 O
1 10 Otiteis 0 o _O o 0 0 0 O 0 0 O
r u Total 0 53 49 9 144 114 88 221 190 272 1354 45L333 3159 34

LINE CARTON PACKING SECTION Datel: 9-8-14 Date?: 11-8- 14 Datel: 12-8-14 Aug.
- Xpert M/g Detects/ Rejection Detects/ Rejection Detects/ Rejection Total Per 7 Days
Sr. No. Detects Al A2 Bl B2 Al A2 Bl B2 Al A2 Bl B2 Day
1 Machine Punching problem 0 0 0 0 O 0 0 0 O 0 0 O 0 o
2 Flap opening problem 69 59 30 21 6 50 14 6 17 20 30 20 342 114
3 Leakage problem 21 22 35 32 42 0 41 43 38 31 210 65 530 193.333 1353 33
4 PM specifications problem 0 0 0 0 o O 0 0 !O 0 0 0 0 O O
5 Vendor end PM problem 12 5 0 0 O 0 0 0 o 0 0 0 17 5.66667 39.6667
6 Adhesive pasting problem 73 75 40 35 32 62 48 52 40 30 70 ioq 657 219 1533
rzizz Printing problem
Weight variation
35
20
25 3
4
0
72
20
18
17
21
9
32
22
3
103
29 45
325
284
108.333 758.335
94.6667 662.667
9 Innerlaminate problem 0 0 O o □ o 0 0 0 o 0 0 0 0 O
ID Others 0 o O o o O O 0 i 0 □ 0 O 0 o O
11 Total 187 185 140 143 87 184 141 139 106 442 315 2205 735 5145

LINE CARTON PACKING Datel: 9-8-14 Date2: 11-8- 14 Datel: 12-8-14

SECTION - P A P E R M/C Defects/ Rejection Defects/ Rejection Defe is/ Rejection
Total Per Day 7 Days
Sr.
Defects Al A2 Bl B2 Al A2 Bl B2 Al A2 Bl B2
No.
1 Machine Punching problem 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O
2 Flap opening problem 0 0 12 4 36 14 12 8 11 17 15 11 140 46.6667 326.667
3 Leakage problem 0 0 12 14 18 38 30 25 17 22 50 92 318 106 742
4 PM specifications problem O O O O 0 O O O O 0 O 0 0 0 0
5 Vendor end P M problem 0 0 0 0 0 0 0 0 6 8 0 0 14 4.66667 32.6667
6 Adhesive pasting problem 0 0 15 16 22 52 50 48 32 82 15 100 432 144 1008
7 Printing problem 0 0 4 10 11 40 28 17 5 24 70 52 261 87 609
8 Weight variation 0 0 10 5 2 0 14 16 17 68 40 17 189 63 441
9 Inner laminate problem 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0
10 Others 0 O 0 0 0 o 0 O 0 □ o O 0 o o
11 Total 0 O 53 49 89 144 134 114 88 £21 190 272 1354 45L333 3159.33
 After QC data analysis and changes
In the M/c and manpower awareness
Table No. 37: After Implementation Data collection result
After
Sr.
Defects Before (7days Manipulation % Changes
No.
with 3 days Data)
1 Machine Punching problem 14 0 100
2 Flap opening problem 693 603 12.98
3 Leakage problem 3085 1136 63.17
4 Vendor end PM problem 28 79 -182.14
5 Adhesive pasting problem 5810 1279 77.98
6 Printing problem 2690 662 75.39
7 Weight variation 1044 578 44.63
8 Inner laminate problem 0 0 0
9 Total 13364 4337 67.54

Tinie Series Plot of CO , CS

After O<7
1200 —I
o
Sa eRsnge
i
o o o
n i> *
oooo
o

STEP 6: Benefit Calculation

Impact of the project
Customer/ stakeholder satisfaction
Improved quality
Improved productivity
On-time delivery
Optimum utilization of resources

Social benefits and environment impact

Energy conservation
Optimum utilization of resources/ inputs – RM, PM etc.
Reduction in use in carton content paper, which made by pulp which are extracts from tree and plants –
environmental impact
Sample: Financial and tangible benefits
After the Implementation of the 7QC tools for quality improvement with C-E and internal Why Why analysis,
the following Financial benefits are accrued by the Plant.
1. Saving of in reproduction / reprocessing cost of 2.1% rejected materials of the total production
2. Reduction in the cost of other complementary cost of the production and enhanced in productivity

Sample: Non-Tangible Benefits

1. New space by implementations
2. Manpower productivity and motivation
3. Cycle time of the operations
4. Reduction in Material handling time – material identification, storage, dispatching and stock verification
cost – reduction in the production days loss during the stock verification
5. Reduction in supervision cost in controlling and monitoring cost in the WIP, RM, PM and FM
6. Skills and competency of the manpower, training etc.

Standardization, Sustainability and Scalability

Systematization of the benefits
1) By training and evaluation by the machine operator
2) Machine Fuguai chart for m/c problems / schedule maintenance etc.
3) Corrective action for any deviation from control chart
4) Preparation of MIS and control charts etc.

Sustainability of the Project

Scalability in terms of potential for growth & replication
It makes stability in the supply of the carton packing
Measurable of the productivity and quality according production norms
Commitment of the supply in the market in comparatively short duration with considered and limited
time
Simulated to the other production section.

Sustainability of the results

Design and maintain of MIS (Management Information System)
OEE calculation of the machines
Control chart with corrective action
Defects calculation sheet and analysis chart
M/c utilization – Efficiency
B/D reduction sheet etc.

All the packing m/cs are purchased from the manufacturing companies with mixing with the automations, but it
has no control on defects and productivity. So, the human intelligences are very much important to specify the
m/cs according the capacity, efficiency and productivity with minimizing the loss in time and products.

Following are the areas of Human Intelligences are involved;

Innovation of idea
1. Mixing of the adhesive
This was not provided with the M/cs Manufacturers and creates a Huge loss of the Organization where the
Internal Manpower have discussed and solved with the following Innovations
Reduction in Loss in Evaporation with Proper Mixing of Adhesives Material (Glue) and Water with other
chemicals by the workmen who have no Idea of viscosity but now know the % of Mixing of different
contents. Presently the problem of under and over mixing of Water contents is mostly resolved with the
involvement of human intelligence.
Reduction in Loss of Adhesive which is profit of the Organization without any Technological interventions.
Improved in Adhesive Problems
Open Tray of the Adhesive before QC and corrective action which was caused for evaporation and
concentration of the liquid
Closed / Covered Tray of the Adhesive before QC and Corrective action which is now controlled from
evaporation and concentration of the liquid

Knowledge creation
1. Reduction in m/c stoppage time
Presently the stoppage time of the packing M/cs are reduced with the following analysis;
Product-wise i.e. M/c utilization
Packing Material-wise M/c utilization
M/c Performance–wise Product selection
More Schedule Maintenance of the M/cs which improves the Utilization and Scalability of the M/cs
Horizontal deployment
Develop Implementation Instruction to
I n t e r n a l QC t h e s a m e Process follow t h e other Any System-
a n d Techniques of Production
Team a n d t h e Similar M/cs, centres, Units etc. wise
Training to t h e Modification
other QCs Process a n d by t h e
Techniques Management

I n t e r U n i t , sections
m a d e QCs for a n y
New areas of
Development

Figure 68: Sample Horizontal deployment of Lean projects and techniques

r»d uctlor
B rejkdo
7.12 Project Charter for Management on Lean Implementation

1) Introduction to the Project: About the project, process, production areas with M/c & Flow mapping,
manpower, inputs, output with existing activities, operations and team etc.

2) Process description & measurement plan: Whole process will describe, as per the process and operations
of the selected project. Data of existing operations, M/cs performance, safety, output, times etc.

3) Situational Analysis with Observation: Situational analysis is developed on the basis of understanding of
the environment in which a project & plan is delivered. Sometimes, it may accomplish by means of
a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats), how to conduct the analysis during
the project execution for planned, and in an unexpected situation. Continuous analysis during the project
and observations helps the better and on-time completion of the project.

4) Improvement Plan: It is most significant part in the project to plan for execution and improvement. The
purpose of the process improvement plan is aiming at the documentation of the process, followed by
the project team. Significant is how to identify the various activities, analyze various processes & steps,
determine improvements can be made, improvement measures and efficiently completion.

5) Standardization of the activities: In the standardized of the project, the activities are made standardized
for sustainably further follow the same practice or application. It may be followed through developing
SoPs, after implementation, or may be as per description of the degree of absence of variation in
implementing, such practices developed by Stevenson in 1993.

6) Phase wise & unit wise achievement: Achievement form the project is the outcome from the project from
customer, process and business perspective. It may be presented by tangible or intangible, quality and
motivation etc.
7.13 Lean and Improvement Monitoring

Table No. 38: Lean implementation monitoring sheet

Sr. On Responsible
STUDY AREAS Started Completed Remark
No. Progress Team

A Lead Time, Cycle Time and Productivity Study

1 Time Study of the Production Department
2 Manpower Norms: M/cs and Line wise
3 Cycle Time Study Report
4 Post Study Discussion and Training to the Internal Teams
Submission of complete road map of complete Industrial
5
Engineering Function
Approval of complete road map of complete Industrial
6
Engineering Function
7 Report Submission as per the Milestone
8 Preparation of the process sheet Assy/sub-Assy
9 Preparation of time sheet
10 Implementation of proposed system
11 Verification process of time sheet
B Implementation of Tools and Techniques
5S
Processes of the Study and Implementation
1 Team Formation
2 Training of the Internal Team
3 Initial Photo and Videos
4 Primary Audit
5 Develop Internal Team for Audit
6 Develop Periodic 5S meetings – Plant and Section-wise
7 Department / Section-wise Check List
8 Improvements of the Photo Points
9 Implementation of 5S Process with Sustainability
10 Display of the Floor-wise Teams
11 Visuals of the Improvements: Floor-wise and Out-side

C KAIZEN
Processes of the Study and Implementation
1 Team Formation
2 Training of the Internal Team
3 Develop Internal Kaizen Team
4 Collection of Suggestions – Develop Suggestion Box
5 Collection of Problems – Individuals and Departments
6 Employee Innovations
7 Improvement Action Plan
Implementation of the Important Suggestions on the Most
8
Important and Instant Result basis – Long & Short Term
9 Review Meetings
10 Calculation of the Financial Benefits
11 Departmental Improvement Planning
12 Kaizen Evaluation /Report Preparation

D QUALITY – 7QC
Processes of the Study and Implementation
1 Develop Internal QC Teams
Collection of Problems – Individuals and Departments related to
2
Quality and Defects
3 Defects Data Collection
4 C-E and W-W Analysis
5 Implementation Planning of the Action Plan
6 Implementation Teams / Employees
 7 Review Meetin g s
E MAINTENANCE
Processes of the Study and Im plementation
1 Develo p Internal Maintenance QC Team
2 Modification of the Maintenance Stores
3 Imp lementation Plant – Autonomous Maintenance
4 Imp lementation of CAPA (corrective and p reventive action )
5 Prep aration of maintenance p rocedure and schedule
6 Action Plan on Imp rovements
7 Imp lementation of the Plans
8 Sp are p arts criticality assessment
F OTHER AREAS
1 Visual Control
2 Formats of MIS
5 Stud y Examination of the Internal Team members

Table No. 39: Internal improvement follow up and action plan sheet
Internal im provement follow-up and action plan on it
RC
Analysis
Completed Completed / Any
by Plant/
Sr. Study and /Conducted Implemented Remark/ Review /
Status A Star
No. Working Areas by By A Star Result Retraining
Team, if
Consultant Team Required
it not
Im proved
Productivity and
Quality study on
1 the Existing a a Completed
System and
Process
Internal Time,
Process Flow with
Tools and
2 a a Completed
Techniques on
Section-wise are
studies
Gaps on the Basis
3 of Analysis a a Completed
Mentioned
VSM Study done
for Major Items /
4 a a Completed
Total Material
Travel Time
Operation Times
5 are studies in a a Completed
Major Products
Training Areas are
6 a a Completed
Identified
Implementation
7 Plan and Process a a Completed
are mentioned
Work Follow up
Continuing by
8 are Identified as a a
Plant Teams
per Sections

Implementation
Suggestions and
Pro g ress
Section-wise
Distribution and
9 writing of Daily a a Started
Activities/
Lo g book
Section-wise Pl. keep
Written
10 Defects / Rework a a Started
Documents
Identification on It
11 Define the Activity a a Started, Except
of the Supervisors Final Polish on
with New Addition Manpower-
wise Rework
of Work on
Identifications
Maintain the Daily
Activities with
Time based Work
Distribution,
Worker-wise
Defects
Identification and
Implementation of
Solutions on the
Basis of RC on
Rework and
Material Wastage
Study Report
Submission and
Discussion on
12 Implementation a a
and Discussion
with Internal
Teams
Training on
Productivity,
Quality and Basics
13 on Lean a a
Techniques,
Discussed in
Training Program
Operation-wise
Line balancing of
14 a a
the work in the
plant
Working Times of Writing in the
Each Items which Section-wise in
15 a a
will Perpetual for Board Started
this Plant from Oct. 2019
Pl. keep the
Focus on Documents
Started with
Reduction on by Central
16 a a RC and Action
Defects / Rework Plant
Dept. and
below 5% all sections
also
Start of all
Improvements
17 Initiatives on Shop a a
Floor
Implementation
Monitoring the
18 Shop Floor NA a
Implementation
Progress and
Problems
19 Identification NA
during
Implementation
Quality as per the
Individual
20 NA a
Involvement &
Progress
R-C on Failures,
Rework and
21 Material Wastages a
with Solutions and
Action Plan
22 Re-Training a a
Assess the Basic
Knowledge
23 a a
Improvement in
the Shop Floor
24 Supervisors and a a
workmen
 Responsibility and
Internal Target.
Special attention to
25 a
Polishing section
Capacity Analysis
26 as per prepared a a
MIS
27 Polish Section MIS a
Data Collection
and Analysis of the
28 Delivery
Performance of
unit
An Excel sheet on
sections is Made
29 for Section-wise a
Daily Monitoring
of Output
QC TEAM
BUILDING: Initial
3 nos. Quality
Circle Teams are
made:
IMPEMENTATION
TEAM – Leader
Gautam Shah,
30 PRODUCTIVITY a
TEAM – Leader
Vinod ji,
QUALITY YEAM-
Head Santosh and
5S/ 6S TEAM –
Head Sanjay ji
(Head HR) and
Vijay Chauhan
Visual of all QC
Teams Chart with
Visual in the
31 a
Common areas of
the Plant are Started but not
suggested Completed

Next Steps of
Action and
Implementation
Recommended
Innovation in Request to These areas
Working and Complete these should be
Targets as per Stated as
32 Manpower for
the Discussion continuous
Total Involvement in Training and basis and
in Implementation Implementatio completed the
5S/ 6S Audit in the n Follow up Implementatio
session n by 24th
Plant with Sections
33 Dec. Pl.
Audit Report and take it a
Review Meeting Challenge to
Competency of achieve these,
it is important
34 Manpower and
to enhance the
Process Ownership Internal
Capacity Building Capacity
of all Section 100%
Delivery
35 through
Performance
Opportunity and and Upgrade
Constraints the Status in
Control and this sheet
Monitoring MIS:
36 Control Charts for
all Controlling
Factors in the Plant
Next Phase of
37 Training and
Orientation
38 Kaizen Box with
Suggestions and
Manpower-wise
Innovations
Planning
Team -wise Target
and Action on
39
Distribution of
Improvements
Internal
Improvement
Follow up and If
40 not Improved,
make Internal RC
Analysis,
mandatory
Focus on Capacity
Improvement of
Final Polish section
by Distributing the
QC Team Leader-
wise Product
41
Category
Distribution for
Productivity and
Quality, as
discussed on dated
11/12/19
Target to Achieve
the Target of FTA /
FTR 95% of all
Sections (90% for
42
Final Polish) by the
End of this Month
and Overall FTA
above 91%
Communicate to
43 me for any
Technical Problems
Reduction in
Material Wastages
44
below 2.5% in the
Plant
Target to Polish
Section daily
output to Achieve
the TITAN Order
45
on Daily Basis out
as per the
Developed MIS
Sheet
46 RC Started
Solutions is
47
Implementing
Report and Data
48
Collection
Working Time and
49 Operation time
verification
Quality Team
50 Training and Job
Rotation
Management
51
Follow up
7.14 INVENTORY ASSESSMENT (Self-Assessment Sheet)

Table No. 40: Inventory Assessment Sheet

Tick ( ) Causes
Remarks
(Which (Possible
Action
Sr. are causes for
Causes of Inventory undertaken by
No. happened Inventory in
you to Reduce
in your the Tick Box
the Factors
unit) areas)
Over production in the Lot/ Batch in Job
1 Card (Improper PPC or Un-planned
Production)
Large batch size on bulk production for
2
Cost Effectiveness

Problem in Production schedule and

3
Imbalance in the Job
Excessive down time before Production
4
arrangement/ Planning
Inaccurate forecasting and inability to
5
adapt rapidly revise schedules
6 Unreliable Suppliers
6.1 (i) Short term suppliers

6.2 (ii) Long term suppliers

6.3 (iii) Transportation Problem suppliers
(iv) Any other problem Identified by you
6.4
from suppliers
7 Unreliable Customers

7.1 (i) Short term Customers

7.2 (ii) Long term Customers

7.3 (iii) New customers
7.4 (iv) Bulk order from Customers
7.5 (v) High project time Customers
(vi) Market Penetration/ Production from
7.6
unit
(vii) Any other problem Identified by you
7.7
from Customers
8 Batch Size
8.1 (i) Large Batch size
8.2 (ii) Economic batch size
8.3 (iii) High production loss
Table No. 41: Sample Kaizen follow up sheet for lean manufacturing techniques implementation
Sample Kaizen Sheet for Lean Manufacturing Techniques Implementation
Date of Starting Section Fabrication Revised Date -
Action to Action to Target
Action to
Sr. Areas of Starting be taken by be taken Internal Date*
Activities be taken Remarks
No. Initiative Status Progressive by Expert Team for first
by QC
step Team review
1 On the Phase of Brain
1. fabricate Brain
5S storming Check it's
a steel storming
Implementation regarding location
stand for ,and
steel stand for proper
gas cutting fabricate
size. Upto layout.
jobs. steel stand
07/04/11
Fix space
2. Fabricate Check it's
for table in
a table for Fabricate location
layout
Accessories this table. for proper
upto
marking Layout.
02/04/11
After
discussion
Discuss
with
with
fabrication,
design
design
regarding
should take
freezing of
3. Template action
hole centre
for Radiator regarding
distance
hole freezing of
from end
marking. hole centre
of
distance
radiator's
from end of
pocket.
radiator's
Upto
pocket.
07/04/11
Upto
20/04/11
After
receiving
4. Multi
of these
pocket Requisitio
items use
apron/tool n issue to
them and
kit for purchase
revert
marker, tap on dt
back, what
scale, hand 30/03/11.
is
tools
convenient
.

5. use head Issue head Practice to

screen for screen to use this
welding fab. Dept. screen

6. Electric
board near
gantry Install on
crane for columns.
heavy tank
fabrication.
There are
Weld a
two scrap
partition in
7. Use one bins, one
one scrap
scrap bin for steel
bin, and
instead of and
increase
two. another for
it's length
plant
if required.
wastage
Req-- An
electric
torque
wrench, a
hydraulic
 pallet type
trolley.
All related
I/C will
To revised Second determine
Existing existing time the level of
ii.
check lists check list review 5S as per
Maintaining
are on as per lean on DSR
the system
shop floor. consultant 12/04/11 format on
observation at floor. 11/04/11 in
presence of
HR.
Conversion
iii. Present 5s
of check
Determine status of
sheet in
the level of department
Hindi,
5S is 5/25
05/04/11

Ta ble No. 42 : Job Check list

•b Check List

•Name- Month- Supervisor Name- Year-

; Name
1 2 3 4 5 6 7 8 9 10 11 12 1J 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
'arty Code
 Table No. 43: Quality check sheet
SCAS QUALITY CHECK SHEET

Details
Heat no.
Size
Grade
Length required
Total quantity REQ.: ACTUAL:

On casting On process Final

Quality
Size
Surface
Annealing
Tensile strength

Elongation
Hardness
Resistivity
Ultrasonic test

A Blow holes
Chemical

A) Copper
B) Tin
C) Phosphorus

D) Lead
E) Zinc
Cracks

Inspection by
Date

Shift
Sample Lean Improvement Action

Table No. 44: Lean Im provement Action Plan

Name of
Phase:
Org anization:

Before After
Quantitative/
Sr. Area of Action Date/ Section/ Action Action Signed
Qualitative Remarks
No. Improvement Taken Time dept (With (With By
Benefit
Picture) Picture)

Duration of
1 Orientation
with workers
Duration of
Orientation
2
with
su p ervisors
Duration of
3 Orientation
with CEO
4 5 S Level
Time
5
Utilization
Manpower
6
Utilization
Inventory
7
Reduction
8 Space Saving
Defect
9
Reduction
Rework
10
Reduction
Motion
11
Imp rovement
Transportation
12
Imp rovement
Over
13 Processing
Reduction
Through put
14
increment
Skill
15
Imp rovement
Break Down
16
Reduction
No. of Check
17 sheet / Format
/ Action p lan
18 Visual display
Improvements of Lean manufacturing implementation
Table No. 45: Lean Improvements Result sheet
Improvements Result Remark
Sr.
Particulars Pre- Lean Post
No.
Lean
1 Overall Capacity of the Plant
2 Production Lead Time
3 Product Cycle Time
4 Set Up Time
5 Change Over Times
6 Reduction in Waiting Times
7 SoPs (Stannard Operating Processes)
8 Improvement in 5S score
9 Salvage value of Total Scraps
10 Space Utilization
11 Overall Transportation
12 Layout / Cellular Layout
13 Product-wise PPR or DPMO
14 External and Internal PPM
15 Product FTR and FTA
16 Overall Delivery Performance
Implementation of the Suggestion
17
Scheme
Energy Conservation measures and
18
the benefits accrued
Materials saving potential (if any
19 during implementation of any of the
KAIZENS)
20 Labour Productivity
21 Inventory Turnover
TLC (Note: DRM= Days of Raw DRM + DWIP +
22 Material, DWIP= Days of WIP, DFG = 15 +4+3
DFG= Days of Finished Goods) = 22 days
Improvement in the VQR (Vendor
23
Quality Rating) Score
Improvement in the Supplier point
24 checklist scoring, as per the
Automobile
Implementation of any visual
management system (Safety
25 Measures, Visual work instructions,
Teams, Single point Learning, ID
Tags etc.)
Implementation of any systems for
26 continuous improvement and
sustenance of the Lean Initiatives
Overall Financial benefits during
27
Lean Implementation
Table No. 46: Inventory causes check points

Inventory Causes Check Points

Sr.
Causes of inventory Tick Causes Remarks
No.
1 Over production waste
2 Large batch size on bulk production
3 Production schedule/Balance/
Excessive down time before Production
4
arrangement
Inaccurate forecasting and inability to
5
rapidly revise schedules
Unreliable suppliers
(i) Short term
6
(ii) Long term
(iii) Transportation Problem
Unreliable Customers
(i) Short term
(ii) Long term
7 (iii) New customers
(iv) Bulk order
(v) High project item
(vi) Market penetration/production
Large batch
(i) Batch size
8
(ii) Economic batch size
(iii) High production loss
 7.15 Lean Phase-wise and milestone-based planning report preparation
Table No. 47: Lean Milestone based Planning Report Preparation
Dated: ………………………
Project Based: Depending on Problems
Name of the Unit Name of the COO/ Owner
and Address Lean Pro ject Leader with Contact No.
Products and Major problems and constraints
Services Major Selected Techniques for Implementation

Pro ject Details Phase No -

Project Name and No.:
Primary Data Collection, Completed Yes / No
Project Details
Team and Team Members
Techniques to be used
Target Benefits
Detailed Project Status Activities not
Activities as per Task Start of Target for at end completed as
Lean
Structure – Planning the Responsibility/ this phase of per target Benefits Remarks/
Activities
and Implementation Project, Team or Members with current (Completed, % Accrued Reasons
Performed
Data Duration phase completed or not
duration Started)

Task / Activities1

Task /Activities 2

No. of Total No. of Hrs. of Topics

Training Training Dates and Duration
Participation Training Completed
Remark

Training for this

project Training 1
.
i . Training 2…..n
Table No. 48: Lean Planning for a pplication
Name of
Phase:
Organization:
Before After
Quantitative/
Sr. Area of Action Date/ Section/ Action Action Signed
Qualitative Remarks
No. Improvement Taken Time dept. (With (With By
Benefit
Picture) Picture)
Duration of
1 Orientation
with workers
Duration of
Orientation
2
with
su p ervisors
Duration of
3 Orientation
with CEO
4 5 S Level
5 Time Saving
Manpower
6
Au g mentation
Inventory
7
Reduction
8 Space Saving
Defect
9
Reduction
Rework
10
Reduction
Motion
11
Imp rovement
Transportation
12
Imp rovement
Over
13 Processing
Reduction
Through put
14
increment
Skill
15
Imp rovement
Break Down
16
Reduction
No. of Check
17 sheet / Format
/ Action p lan
18 Visual display
7.16 5S CONCEPT
In the early 1980s, 5S is introduced as a good housekeeping tools in Japanese industries on realization of its
valuable contribution in the productivity, quality improvement and orderly & organized workplace to motivate
employees. It is focused on the people, as its participation-oriented, discipline-oriented, team-oriented and
practice-oriented approach. First, it gives realization to the workmen for ownership of their place, individual
identification and responsibility. 5S culture becoming the identification of the organization through their plant,
workplace and individual initiatives. 5S develops the belief and confidence that every individual can contribute
to improving their workplace where they spend one-third of his/ her life.

7.16.1 Workplace improvement through 5S

5S develops becoming a participative tool, very effective method to improve the working environment, work
place layout and first step towards quality management. It is based on sustainable disciplined workplace, time
management and continuous improvement in the plant.

Table No. 49: Japanese Corresponding 'S' methodologies

Japanese English
Corresponding 'S' methodologies
Terms Translation
Sort out the unnecessary items in the workplace and place
Seiri Organized
them in the designated places
Seiton Tidiness Orderly arrangement of necessary items in synchronize order
Clean your workplace thoroughly and marking them, so that
Seiso Cleaning
there should be no dust on the floors, machines and equipment
Make the high standards of housekeeping at workplace at all
Seiketsu Standardization
times and Maintain it
Continue the Standards, sustain it and Train people to follow it
Shitsuke Discipline
as a discipline and practice in daily life

Employee
Participati
on
Control of
Manpower Moraleand
Motion Motivation
time

5S

Managemen
Workplace t
Ownership commitment

Team,
Culture

7.16.2 Benefits of 5S
To the Individual
i) Better employee engagement in the work
ii) Improve in individual work performance
iii) Positive improvement, change in attitude and comfort in working
iv) Plant and organization change in work culture
v) Reduction in human physical effort, workload and stresses
vi) Possibilities of prevention of mistakes
 Figure 69: Benefits of 5S
vii) Develops a process of thinking and
analyzing among people about workplace
viii) Improvement in the quality of the working life.
To the Organization
Saving in the internal motion and transportation time
Improvement in effectiveness and efficiency related to movement of man, machine, and materials
Efficient Management of the Plant
Better space management
Better work culture through improvement in individual commitment, punctuality & discipline
Reduction in missing of materials, tools, equipment and information etc.
It is one of the techniques of reduction in unproductive & non-value adding operations and activities in the
shop floor
On time retrieval of information and documents
Better utilization of space, workplace layout, equipment, & other resources
Reduction in inventory money
Organization reputation and customer’s satisfaction.

5S help: it is based on discipline, sense of hygiene and visual monitoring

F Impact on quality, cost and human environment.

Seiri Seiton Seiso Seikets Shitsuk

u e

F Positive impact on Cost

through waste eliminated

Figure 70: Basic 5S Techniques / Methodologies

7.16.3 Steps of 5S Implementation
1. SEIRI (Sort, seperation, Organized)
The term ‘Seiri’ is sorting the necessary and unnecessary items in the workplace, and put them to their
designated places. In seiri, no unused materials treat for troughing, rather placing to them in their proper place.
This is necessary to sort used and unused materials. Necessary items should be clearly distinguished from those,
which are not needed, and Items not needed may be disposed-to other needy departments or discard as scrap.

Disciplines in the sorting are, elimination of the unnecessary items from the workplace, reduce the waste of time
on finding and searching the items. In an organized working place becomes more comfortable to locate and
identify the materials, leave & keep the tools in correct places, have specific place, common area for everyone’s
access. The main problems are getting rid of some unused materials and without decider of the orders as per the
shape, urgency, importance and usage.

Process of Implementation
Setting Objective
Distinguish between wanted and unwanted and get freed from dirtiness in the shop floor
Planning for unneeded items and establish criteria for wanted and unwanted items
Initial salvation of scraps
Clear the unused and scrap occupied areas
Stratify each item which various raw materials, consumables, frequency of usage of equipment and
decide as per the requirements
Take visuals through photographs, videos etc., of the working areas, may be by using the technique of
fixed position photography for improvement in cleaning & monitoring and display the same in the 5S
chart, report or in plant visual board.

Activities as per Planning

 Periodical Individual task of segregation the wanted and unwanted items, tools, equipment
Set up plant with free areas, gang way, colour lines, name & tagging of all items with positional or
identifiable directions etc.
Put the unwanted items in the red tag areas of the section or floors, unwanted items if there are any use for
any person and dispose them as per regulatory norms
Deal with the causes of unwanted items
Drive the mass segregation of items with individual needed items with quantity, do’s and don’ts.
Tagging and naming of the items for easy identification.

2. SEITON (Set In Order)

The principle of ‘set in order’ is arrange the necessary items in a good order, so that they can be easily identified,
picked up for use and keep after it after use. The theme is “A place for everything and every-thing in its place”.
The arrangement would be like, Items which are frequently required, keep near the place of use and Items not
frequently required, may at a distance place or as per use. Set the items as per frequency of use and all items
easily identifiable should be labeled, markings etc., so that anyone could identify and use it.
Table No.: Industry Pictures on Seiton

Proper arrangements of tool in Marking for item nos. & code on

Common Tool Box the tool box bins

A ::x.
f —„ £ -

1 ¥
Die stacking with ID’s and Colour
Alignment of the dies on the 5S Team in the plants coding
display board in saves 40 square
meter space

In setting, the tools, tool boxes, Dies, equipmet and other useful item kept in order in identifiable order. All raw
materials, WIPs, finished items, defective items, customers return, delays delivies, work instruction, work
design, check points and proces flows should be kept in a identifiable orders. Organizing the materials and tools
as per the ranking and frequency of the work in the plant, so that no waste of times, items in waiting and
searching should exist in the plant. It is motivating, safe, no risk of hitting or stucking, spilling, while looking
for tools or any other items. It reduces risk of occupational accidents, chemical hazars and unsfae material edges.

Implementation
Objective of Seiton
The purpose of set in order is to set up and well-organized position of all needed items near the working stations
of each employees in the plant. It controls the human motion and efforts which saved immense areas in the plant.
The major decision-making areas are the stratifying the items into different groups as per use, place and safety
which are as follows;
Occurrence and amount of usage
Category of item
Areas and position of storage required
 Availability and frequency of requirement
Planning on storage location and type of storage equipment
Develop the places for each material such as clothes, shoes, drinking waters, personal using items, other
than working materials.

Activity on Seiton
The activities are set in order are related to implementation and distribution work, responsibilities and
completion.
List of Items to put in set in orders as per the use
Design of the storage as per the materials types, volume and distance
Individual layout identification for set in orders with identification the keeping in boxes or in shelves
Areas of putting the storages
Storing the items on the basis of decided storage locations and sections
Locational identification of all parts / items of moving, components of finished & semi-finished items,
materials with dust prone as far as possible of the various production and processing sectors
Planning of the storage space and workplace inputs & equipment positioning shelves on such that when
items are removed, empty space will be visible, and dissimilar or different items cannot be put into the
same place, right materials at right places.
Develop communication with visual display about materials flow positioned and disposal with the aim of
what is stored where, and by whom, when and procedures
Use of standardization and sustainability with formats, training, orientation, discipline for self-control
Control and monitoring with checking on random of the items are retrievable in a certain time limit, and
time taken for identification, should be a targeted or within the benchmarked time may be within 30
seconds or instantly
Day to day random checking by supervisors on discipline in keeping and using the materials.

3. SEISO (Sweep, Shine or clean)

Seiso is the cleaning of the individual workplaces thoroughly, so that there will no dust on floors, staircases,
computer, printer, machines and equipment. It should be conducted only if Seiri & Seiton are firmly followed to
by all the efforts. Self-cleaning is most important part in seiso. Cleaning of toilets, gardens and canteen also is
part of seiso.

In cleaning is physically clean and hygiene up the working areas and prolonging the lives of machines &
equipment kept them always in good & working condition. Participation of each employee in daily own worplace
cleaning should be in practice. Standardize the cleaninig process with existing and new tools and develop better
maintenance of self-used tools and equipment as part of discipline and routine activities of the job.
Identyfication of souce of dust and dirtyness and hazards for safer working environment. Improvement of
effectiveness and effeciency of the plant and organization.

Implementation
Develop Objectives
Primary objective of Seiso is to eliminating of waste, filthy and foreign materials from the working areas for a
hygienic & cleaned work place. Define the objectives on the basis in the following areas;
Internal detection, monitoring as per recording, segregation of the sections as per dirtiness
Observe the various type of trash, filth and unused materials around the employees and their workplace
Develop internal monitoring teams to discuss, guide and assess the situation
Internal discussion with the developed action plan, solvation on causes for various types of garbage, dust
and unused material at various places
Develop and avail the internal cleaning tools & equipment, and train how to use.

Action Plan
Initial Seiso or cleaning starts in the plant as a master cleaning with each individuals’ participation and then in
periodical basis of the Master cleaning with the 5S audit performance. Most of the cleaning occurs in the shop
floor daily basis as per the developed duration with check points.
 Initial audit of the plant on Seiso as per production sections

Team Development on improvement and

continuation of the cleaning
Develop Seiso check points
Start with the cleaning of dust, garbage, filthy or foreign items, use of cleaning tools etc.
Assign responsibilities of supervisors on cleaning of every areas and corners in the shop floor
Work floor 5S
Do inspection for identification of the potential causes and internally validate it
Develop for implementation action plan as per the prevent dust, garbage, cutting & production extract
materials, prevention from creation of dusts and establish the appropriate monitoring system to check
improvements and corrective points.

4. SEIKETSU (Standardize)
All cleaning, sorting and set in order required to continue in a disciplined method and maintain a standard of
housekeeping at workplace, at all times and not back to the starting phase as before 5S started. For maintaining
standards, continuous improvement in this process.

Seiketsu is important for creating & maintaining the standards to keep the work areas organized, clean and
orderly and also in documented. This practice should be made as a part of the working life of each individual in
the plant. The essential part of Seiketsu are as follows;
Always focus on standards of processes which could be controlled by continuity and involvement
Every employee should follow the standards, comprehend and continue these with improvement and
techniques
Understand the benefits of individuals, plant, outputs and customers
It is for standards of life, also entails for discipline in work.

Implementation
Objective
The objective is upholding the cleanness of the plant on a continuous basis with steady upraise of the standards
with maintaining this standard with a discipline action with participation and engagement of each employee as a
part of their routine job.

Action Plan
Initial Audit and develop system of periodic audits is the core action points of Seiketsu
Develop Audit check sheets with check lists of cleaning of the floors, machine and equipment cleaning
All check points are the measurement process of 5S standards in the plant
Special check points for critical areas for better maintain of the workplace
Establish the set of checkpoints for measuring storage, toilets, canteen, reception etc., for unique and
specific areas
Distribute the responsibilities to fill the checklists, sign on it and keep in a folder for reference audit and
checking
Decide a frequency for check sheet filling
 Set up Audit team to check, verify the process of filling, documentation, meeting agenda and discussion
points
Management discussion on the points for improvement areas new tools, set in order stationaries, any
failure and for motivation to employee also
Set up of the photo assessments, videos, surprise visit etc.

5S and Kaizen gallery in the plant

5. SHIKSUTE (Self-Discipline, Sustain)
Self-discipline and sustainability are for the established rules to follow, it may include wearing uniform, wishing
seniors, punctuality, etc., follow time-schedule of organization as per standard and train people to follow good
housekeeping is the threshold points of Shiksute. People should maintain and follow these rules automatically.
The major points cover under sustainability are as follows;

Employee involvement through self-discipline

Follow the discipline as a part of daily routine and as an essential proctice
Habit of continuity for continuous improvement
Integrated performance as essential measurement system
Required management support
Self-discipline for all
Quality and safety for all.

Implementation
Objective
Acceptance and follow the discipline naturally to implement the 5S in the organization. Highlight the learning
points from it. Safe, hygienic and enjoyable engagement in the working. The place of working should be
comfortable and place for application of knowledge for each person and it only possible in good culture like 5S.
Your place of working should be your identity.

Planning
Management initiatives and involvement is necessary to make a policy and employee morale and
recognition for motivation.
Internal plant specific Training module, to train from experts or training from internal manpower.

6. Safety
It is now included by experts in 5S techniques. Safety precaution, safety equipment and safety practices reduce
the probability of the accidents, losses and saves the lives and injury in human body. For ensuring safety in the
plant, needs a special drive in the plant with training, awareness about unsafe items. Places, critical M/cs etc.,
where safety norms are implemented as per industry rules. All the above safety points ensure protection of the
Plant, but during the 5S audit, safety points are to be verified by the audit team as 6S Audit.

Verifications of the Safety points

Checking of all electrical panels, be clean and clear from any obstacles
Check the accessibility height of all the items
Check the fire extinguishers & boards, be cleaned and regularly checked
Check the First Aid box and accident records, list of items with other details in complete
 Work Safe

®0@©Q@

0000®®
Personal
Protective
Equipment

Check the documents and actual

status of improvement activities on safety with any identified problems
Ensure safe work practices with risk assessments and Work Instructions in place and followed.

Safety Visuals

Activities Related under 5S implementation

1) Educate people about importance and purpose of 5S to all employees

2) Communicate and propagate the

success of 5S
3) Empowered and recognition of the teams and individuals who have accepted the concept of 5S to implement
for success of self and their organization
4) Recognition for Team Leaders
5) Recognize sustained contributors on 5S, to make it in a practice
6) Display overall benefits of the organization for scalability.

5S Managing Group
1) Management approval for the beginning of 5S with benefits and prospects of organization with customers
2) Prepare 5S driving plan including acknowledgment and recognition
3) Deploy the Area/ District/ Zonal/ Regional Office/ Workshop/ office 5S coordinators for the factory and
working areas. The coordinator preferably supervisory staff, working in the area and should be a go-getter
as well as practitioner
4) Development of a plan for first 3S implementation by respective office/ worker’s team
5) Formally announce for the launching of 5S program in office/ shop floor using various available processes
in the organization
6) Starting photograph of the critical areas, departments, most dirty areas and major improvement
opportunities
7) Divide the plant and shop floor in various sub-sections for better implementation and controlling
8) Deploy the zone/ area coordinator for each sub areas and separate plan should be prepared for each sub
areas.
9) Schedule the monthly or fortnightly meeting days for each sub-area to review & verifications of the
progress, preparations and develop check sheets for self-audit scores in each sub area. Decision on the
audit’s frequency of S2 and S3 with action plan.
10) Conduct audit and do initial self-assessment using audit sheet.
11) Set up 5S core team for driving the implementation.

Gain from 5S
Some significant benefits observed at companies practicing 5S in all over world include:
1) Shop floor and workstations becomes clean and better organized
2) Shop-floor and office operation become easier and safer
3) Improved the Quality and standard of the organization
4) Observable results by enhancing more and new ideas
5) Adoption of self-disciple by the employees
6) People become proud for their ownership of the workplace
7) Image to the customer and market about the factory for better business opportunities
8) Low employee turnover
9) Increased number of suggestions
10) Better use of floor space
11) Less work-in progress and inventories
12) Better flow of work
13) Low machine breakdown rates
14) Low accident rates
15) High product quality.

Cleaning Operation
The sources, ways and means to get rid of the source of generation of the dust have to found out with required
Time for cleaning to be reducing in continuous practice. Starting may be from 30 minutes to 15 minutes to 5
minutes which can be fixed as standards for daily activities.
Change in methods in cleaning, use of different tools, daily practice and use of surplus time for cleaning the
hidden spots is the part of improvement. Cover personal computers after use, care of windows and ventilation
areas, chalk dust (if it is used) etc.

Process of Implementation
Design and Implementation based check points
Define objectives
Develop Teams with responsibilities
Internal communication system
Empowrrment of employees with openion
Orientation and Training
MIS for follow up and feedback
Periodical updates
Develop the standardizations and culture of continuous order and improvement.

Creation of better working environment

For comfortable working condition, clean, orderly and comfortable working areas is important
Working areas expected to be hygienic, without hazards, safe for gaining efficiency, saving times and
reduce wastes, etc.
Develop habit of working in cleaned place and better level of life condition
Drive away the messy, dirty, disorder, bad efficiency, waste, easy to fall sick, etc.
7.16.4 IMPLEMENTATION OF 5S
Processes of the Study and Implementation
Develop Develop Department
Initial Photo Primary Internal Periodic 5S / Section-
and Videos Audit Team For Plant and wise Check
Audit Section- wise List

Emplementat
Improvemen ion of 5S
ts of the Process with
Photo Points Sustainabilit

Figure 71: 5S Study and implementation

Steps of 5S Implementation
1) Management approval for 5S Implementation
2) Construct 5S Teams with the members for various locations and sections of the Plant
3) Training on importance and concept of 5S Audit, daily check list, cleaning process etc.
4) Master cleaning days mainly for sorting, and management involvement and drive communication process
5) Implementation Team and Photo, Single Points photo spot etc.
6) 5S visuals in the plant
7) Calculation of 5S benefits
8) Sustainability planning
9) 5S Awards and recognitions.

Sample 5S, Display Board

ONE POINT LESSON

Defect - Operation Fault

ST- -
• -f-_

7.16.5 Globally used of 5S Formats

(Courtesy: All these 5S Formats, audit sheets and guidelines are developed by Industry 5S Experts, which is collected from various sources and
put on and some versions are slightly changed which are included herewith).

Primary Audit Score of the Shop Floors

Table No. 50: 5S Audit sheet of the Shop Floors

6S Lean Audit Checklist, ……… Section
Area Audited / Shift: Date Performed:
Audit Team Members: EWIS Team
Bending 10/10/2016
Area Audit No: Primary
Employee Interviewed:
Supervisor: Audit

Sl. Evaluation
Details Results Remarks
No. Point
1 Sort Unsafe items in work area
There should not be any un-needed items in the
area?
Check the tools and tools area. Check the
fixtures.
Only Updated Drawings should be used on shop
floor.
Check the red tag area.
Check defective products are not mixed with
good products.
Check the Off-Cut Scrap and ensure it is not
more than TWO days before.
Is defect part's storage box appointed separately?
Is Machine's Die kept properly in Rack at their
designated location?
Are Welding/Checking fixtures kept properly in
Rack at their designated location?
Are machine tools kept properly in tool box at
their designated location?
Is Operators personal goods (Cloths, Shoes and
2 Set in Order Lunch Box etc.) maintain properly.
Is RM Sheets/Parts storage maintained properly?
Is Rework part's storage area appointed
separately?
Is In process part's storage are appointed
separately?
Is in Finish part's storage are appointed
separately?
Does equipment/machine maintenance do
regularly?
Does shop floor and work stations cleaning is
done regularly?
Does material storage bins cleaning are done
regularly?
Does FG/RM area is Rust/Dust free or covered to
3 Shine avoid Rust/Dust?
There should not be any spitting on the floor and
wall.
Do the worker and Supervisor are applying the
Shine method on themselves?
Ensure there are no Oily M/C's and Floor.
Ensure there are no goods on the floor.
Are there Control Plan, Work Instructions &
Checklists posted
Check the inspection standard FPI, IPQC & LPI
& PDIR.
Check the patrolling inspection carried out by
standard.
Are Control Plan, Work Instructions & Checklists
4 Standardize up to date?
Check the Rejection rate recording item by item.
Check Production, Quality, Maintenance board
up to date.
Are visual aids in use, up to date and effective in
telling how the area is performing?
Are there Root Card /Job Card Followed?
5 Sustain Are team members continuously improving their
area or at least sustaining previous
improvements?
Were corrective actions taken on low scores from
previous audits?
Do Line Leader/Workers understand their role in
5S?
Is there any control on Tool History Card?
Have Sort-Straighten-Shine-Standardize been
 fully implemented and functioning well?
Is there any system (record) of Instrument
Calibration?
Is there any system (record) of M/C
maintenance?
Are their goals, actual performance, reasons for
variation, and corrective actions visible, up to
date and used as an operational tool?
Check all electrical panels are clean and clear of
any obstacles.
Check the accessibility height of all the items.
Check the fire extinguishers & boards are clean
and regularly checked.
6 Safety Check the First Aid box and accident records
(complete and detailed).
Check the documents and actual status of
improvement activity on safety about identified
problem.
Are safe work practices (risk assessments and
WI) in place and being followed.
Table No. 51: 5S Daily Check Sheet
5S Daily Check Sheet
Department: Machine Shop Month:
Sr. DAY
ITEMS
No. 1 2 3 4 5 6 7 8 9
1 Raw material stored at designated place
In process material stored at designated
2
place
Finished Material stored at designated
3
place
4 Tools/Spare parts kept at designated place
Housekeeping items kept at designated
5
place
All SOP's /WI displayed/kept at correct
6
locations
7 Machines are dust free and clean
8 Floor is clean
9 All bins are identified and clean
10 All trolleys in working order
11 Work stations are clean and dust free
12 All machines are in good working order
Only required spare parts, materials, WIP,
13
etc. are present at the work station
Only the required tools are present at the
14
work stations
Only the required furniture is present at
15
the work station
Tripping dangers such as electrical
16
cables, loose wires etc. are removed
Locations for containers, boxes, bins etc.
17
are clearly defined and identified
Tools have a designated storage location
18
and within reach of o p erator
Paper work is clearly labeled and has
19
clearly defined and labeled location
Furniture is clearly identified (numbered
20
and named ) and p laced at identified p lace
Working area requiring PPE's are clearly
21
labeled
Stop switches and breakers are highly
22 visible and located for easy access in case
of emerg ency
Fire extinguishers and other emergency
23 items are prominently displaced and
unobstructed
24 Walkway s are clearly defined
Containers, boxes, bins are clean and not
25
damag ed. They are neatly stacked
Walls, partitions, railings etc. are painted
26
and kep t clean
All cleaning items are neatly stored and is
27
readily available when req uired
Equipment maintenance records are
28
visible and clearly stated
Sufficient lighting and ventilation
29
available
Product waste is consistently and often
30 cleaned up and removed from the work
p lace
Display boards, activity chart, upto date
31
and reg ular
The result of the previous audit is posted
32
and clearly visible
33 Areas for improvement identified during
 the previous audit have been improved
34 All workers/Staffs are aware of 5S
Leadership can explain why 5S is
35
important

NOTE: The above Check Points would be customized according the Sections of the Shop Floor
 Base Lining of Current level
Table No. 52: 5S Assessment (shade boxes to indicate current level, internationally p racticed and used assessment Table)
5S Assessment (shade boxes to indicate current level)
Beginner Visual Systematic Preventive
Level Baseline 0 Basic 2 Score
1 3 4 5
Needed /un-
Red tag area List of needed
Needed and needed
created; all items Un-needed items
Unsafe items in un-needed items
Sort un-needed developed, are not allowed in
work area. items found separated,
items maintained, area.
in work area. un-needed
removed. posted.
tagged.
Needed and
Needed
un-needed Needed items
Needed items have
Placement of items are can be retrieved Method for
items stored dedicated
Set in items causes placed within (cell adding/deleting
in an positions
Order unsafe randomly target) seconds indicators for
organized that are
conditions. throughout and (cell target) needed items
manner. clearly
the number of steps.
indicated
workplace.
Work area Root cause
Spills, waste, Area and Standard
and machines Daily inspection sources of dirt,
trash, etc. equipment work layout
Shine are not of plant and grease & spillage
produce unsafe cleaned posted and
cleaned on a area occurs. have been
conditions. daily. maintained.
regular basis. eliminated.
Methods of
Methods of work posted
Methods of
No work Methods of work and Methods of work
work
Standardiz methods or work not documented consistently are regularly
consistently
e procedures completely but not used by reviewed and
used by all cell
documented. documented. consistently some cell improved.
team members.
used. team
members.
5S 5S assessment Root causes of
No routine 5S activities assessment conducted on a problems
Occasional,
review/correction conducted conducted regular basis revealed by 5S
Sustain unscheduled
of unsafe on regular occasionally and recurring assessment are
5S activity.
conditions. basis. and results problems are identified and
posted. identified. eliminated.
TOTAL SCORE (MAX OF 25)
OVERALL 5S SCORE - X % (INDEXED TO 100)
Table No. 53: 5S Maturity Level Summary (Common use in the Plant develo ped by Ex perts)
5S MATURITY LEVEL SUMMARY

MATURITY
SORT SET IN ORDER SHINE STANDARDIZE SUSTAIN
LEVEL
Area
Anyone can employees
walk into have devised a Employees
the work dependable are
area and and continually
Employees
Employees easily locate documented seeking the
maintain
LEVEL are items. method of elimination of
consistent
5 continually Abnormal preventive waste; all
### ### ### ### standards in ###
Focus on seeking conditions cleaning and changes are
compliance
Prevention improvement are visually maintenance. documented
with the 5S
opportunities. obvious and Work area and
program.
corrective cleanliness information is
action and shared with
measures organization employees.
are in place. are a way of
life.
A
dependable
and
A documented
dependable method has
Workplace
documented been Checklists
5S schedules method
method has established exist showing
LEVEL detailing tasks improvements
been to that
4 and are visible
established to ### recognize, ### ### ### employees ###
Focus on responsibilities and
maintain a with a follow through
Consistency are understood understood
work area visual on 5S
and practiced. by all
free of sweep, if schedules.
employees.
unnecessary items are
items. out of place
or exceed
quantity
limits.
All Designated Workplace 5S schedules
5S schedules
unnecessary locations method detailing tasks
detailing tasks
LEVEL items have are marked improvements and
and
3 been ### to make ### ### are being ### responsibilities ###
responsibilities
Make It Visual removed organization incorporated have been
are developed
from the more and developed and
and utilized.
work area. visible. documented. are utilized.
Workplace A recognized
A Workplace
Necessary methods are effort has been
designated areas are
LEVEL and un- being made to
location has cleaned on a
2 necessary ### ### ### improved, but ### improve the ###
been regularly
Focus on Basics items are changes have condition of
established scheduled
separated. not been the work
for all items. basis.
documented. environment.
Necessary
Tools,
and No attempt is
supplies,
unnecessary Workplace being made to Minimal
LEVEL books and
items are areas are dirty document or attention is
1 Just ### materials ### ### ### ###
mixed and improve spent on
Beginning are
together in disorganized. current housekeeping.
randomly
the work processes.
located.
area.
Table No. 54: Office 5S action p lan
open
There are 0 action
items
Objective:
Code: A- Action; R -
Recommendation; S - Status: O - Open; C – Complete
Statement
Item Current Responsibility Start End Date Remarks /
Code Description Status
# Date Primary Date Date Closed Comments
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

Table No. 55: Red Tag items log

RED TAG ITEMS LOG
Tag Notes /
Item Tagged Reason for Tagging
Number Disposition
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
 16
17
18
19

RED TAG
ISSUE OR PROBLEM: TAG#

ACTION NEEDED (circle one and note comments if necessary):

1: Throw Away 2: Organize 3: Improve 4: Resolve 5: Other

DATE OF TAG: CATEGORY (if appropriate): DATE OF COMPLETION:

TAGGED BY: ASSIGNED TO: REVIEWED BY:

ACTION TAKEN:
Manufacturing Area 5S Evaluation Check sheet
(Collected, developed by Industry 5S Experts)
Score for week ending ________________

Work Area: Assessor:

Table No. 56: Manufacturing Area 5S Evaluation Check sheet

3 4 5
1 2
Minimum Very good World
0 Activity Widespread
acceptable results class
Unacceptable started activity
level sustained example
No evidence Slight Many
sustained for for at least sustained
of this item evidence of opportunities for
at least one three for at least
this item improvement
month months six months

Item and Description: Application areas: Score: Opportunities for Improvements

By Whom Date and Time:
1S: Separate/ Sort
Your general impression should tell
1. First impression
you this is the best you have seen for
overall
a factory.
All items not necessary for
2. Removing performing work are removed from
unnecessary the workplace. Only tools and
items product are present at the
workstations.
No outdated, torn, or soiled
announcements are displayed. All
3. Bulletin boards
bulletins are arranged in a straight and
neat manner.
2S: Straighten
Items are arranged, divided, and
1. Shelves, benches,
clearly labeled such that it is obvious
and desks
where things are stored and where
arranged
they should be returned.
WIP, tools, materials, and products are
not left to sit directly on the floor.
2. Items on floor
Large items are positioned on the
floor in clearly marked areas.
Storage of boxes, containers, and
3. General storage material is always neat and placed at
and right angles. When items are stacked,
arrangement they are aligned and not in danger of
falling over.
4. Equipment: Nothing is placed on top of machines,
Cleanliness and cabinets, and equipment. Nothing
Organization leans against walls or columns.
5. Unobstructed Aisles are free of material and
aisles and access obstructions. Nothing is on the lines
and objects are placed at right angles
to the aisles.
6. Emergency access Fire hoses, extinguishers, and other
emergency equipment are
unobstructed and stored in an
obvious, easy to locate manner.
Safety devices are clearly marked and
highly visible.
7. Aisle markings Aisles and walkways are clearly
delineated and can be identified at a
glance. Lines are straight and at right
angles, with no chipped or soiled
paint.
8. Document storage Only documents necessary to do the
work are stored at workstations.
Documents and binders are stored in a
neat and orderly manner.
9. Tools and gages: Tools, fixtures, and gages are
arrangement arranged neatly and stored in a way
that they are kept clean and free of
any risk of damage.
 10. Equipment: Controls for machines are properly
maintenance labeled. Critical points for daily
maintenance checks are clearly
marked. Checklists are neatly
displayed and kept clean and updated.
11. Shelves, These are kept free of unused objects,
toolboxes, including files and documents. Tools
benches, and and fixtures are stored in dedicated
desks: shadow boxes or hanging and are
control cleaned before being returned to
proper position after use.

Item and Description Application Score Opportunities for Improvements By

Whom When
3S: Scrub/ Shine
All floors are clean and free of
debris, oil, and dirt. Cleaning of
1.Floor cleaning
floors is done routinely, daily at a
minimum.
All machines and equipment are
painted and look clean. There are
2. Equipment:
no places in the area less than six
painting
feet high (or two meters) that are
unpainted and clean.
Machines and equipment are
constantly kept clean and
unsoiled. Routine daily care keeps
3. Equipment:
work surfaces and the general area
cleanliness
clean and polished. Guards and
deflectors are used to keep chips
and waste from falling on floor.
All cleaning equipment is stored in
4. Storage of a neat manner. It is obvious where
cleaning it belongs and is easily available
equipment and when needed. Hazardous
supplies materials and containers are
properly labeled.
4S: Standardize
Display boards are present in each
1. Visual control work area and are within sight of
all operators in the area.
5S audits are done in each work
area at least monthly with the
2. Monthly audits
results recorded and posted on the
cell activity board.
Action plans are clearly posted and
3. Action plan updated showing responsible
parties for completing action items.

5S: Sustain
All documents are labeled as to
contents. Obsolete or unused
1. Document
documents are routinely purged. This
control
includes files as well as computer file
storage.
There is a disciplined system of
2. 5S control and control and maintenance to assure that
sustaining each of the above items is maintained
at the highest possible level.
The responsible plant manager / staff
3.Work area person should visit each work area at
visits least monthly and initial/ date the 5S
audit checklist.

5S: Lean Audit Checklist: Guidelines

These guidelines are developed by Industry 5S Experts, which is collected and unchanged version is included herewith.

Scoring Key:
NA = Not applicable to this area (do not count in total possible score)
0 = No Evidence of implementation.
1 = Some Evidence but major gaps.
2 = Implemented and conforming in about 1/2 of the areas where applicable.
3 = Established and conforming in most areas with some gaps, little or no improvement activities.
4 = Only a Few Minor Gaps Remain and good improvement efforts & use of other Lean tools.
5 = Excellent 5S Lean Conformance with Substantial Improvement Activities with Employee Involvement.

Audit Team: Refer to details below for explanation of each question. If further clarification or examples are
needed ask supervisors or lean coordinator. The audit is a tool for improvement so include clear comments and
conduct employee interviews to understand what has been done and why.

Comments: Include specific gaps, exceptional and below standard examples as well as ideas for improvement.

Employee Interview (EI): Interview an employee or two from the area to better understand how Lean & 5S are
working in the area. (You do not need to ask all questions, just when you need to get a better understanding of
where they are.)

Audited Team: Corrective action should be taken for scores of 0 or 1. Consider all suggestions and ideas.
5S Manufacturing Evaluation Week of ___/____/____ Assessor: __________________ Area or Zone:________________________
For each “S”, Circle the block which comes closest to describing the area being assessed.
Table No. 57: “S”, Circle the block, describing the area being assessed
5 Points 3 Points 0 Points
4 Points 2 Points 1 Point
World Minimum
Very Good Marginal Unacceptable Poor
Class Acceptable
The area Generally
Every item Minimal has some More clutter cluttered.
Station is
in the area is clutter, but clutter and and Quite a few
cluttered/unsafe.
needed and a small unneeded unnecessary unnecessary
Many
up-to-date. amount of items. equipment. items either
unnecessary
Consider: unneeded Some items There is no on benches,
items
- Supplies supplies, stored on unneeded desks,
Separate/ everywhere.
- Tools tools, top of furniture or shelves or
Sort Much unneeded
- Equipment equipment, cabinets. equipment, cabinets.
furniture, &
- Furniture furniture, Some but desks, Some
equipment.
- Documents documents needed shelves and unneeded
Emergency
- Bulletin or general items are cabinets furniture and
equipment
board items. not have excess equipment.
blocked.
postings available or items. Items stored
on order. on floor.
Area well
organized. Area well
Area
Most organized.
moderately
Area very moveable With the Inadequate
organized.
well items have exception organization.
Many key
organized. a of a few Many key
items have Poor
Excellent designated problems, items have no
a organization.
visual location. most items designated
designated Little indication
controls are Although have a location.
location, for a designated
in place. not perfect, designated Shelves and
but some do place for
There is a most appropriate drawers are
not, and anything. Items
designated locations location, poorly
some items improperly
or labeled are good, and most labeled.
are stored on the
location for and items tools, Aisles or
improperly floor and
Straighten all items. are stored documents equipment
stored. benches. Trip
Locations properly. & supplies markings are
Equipment hazards.
are Equipment, are stored not clear or
and aisles Furniture and
convenient tooling & properly. straight. Very
may not be tools located far
and items related All aisles few visual
clearly from where
are stored supplies are are marked, controls or
marked. needed.
properly. co-located but some instructions
Although No current
Equipment & orderly. moveable are evident.
some visual visual controls,
and aisles Many equipment Safety
controls are signs or labels.
have visual is not. equipment is
in place,
designated controls are Many not
many more
markings in place. visual designated.
could be
Aisles are controls are
added.
neat & in place.
clear.
Most items
Area is very
in the area There is
dirty. Furniture,
are clean some
Everything Everything Area needs to equipment,
and clutter.
in the area is in the area be picked shelves,
functional. Some items
in “like is clean and up. Items fixtures, and
Oil stocks are not
new” functional. have not been tools area
are neat. clean and/or
condition. Oil stocks cleaned in coated with dirt
Some swept.
Scrub/ Oil stocks are not some time. and/or oil.
equipment Some oil
Shine are not needed. Significant oil Possible health
malfunction leakage in
required. Floors are leakage. and safety
or needs pan. Floors
No dust or clean, and Floor is dirty hazards exist,
painting. and/or
dirt baskets are and/or waste such as trip
Floors are waste
anywhere. emptied containers are hazards, or
pretty clean containers
Floors shine. daily. full. obstructed
and baskets are
emergency
are emptied marginal.
items or exits.
daily.
Standardize A 5S A 5S Although a Although a There is no There is no
checklist is checklist is 5S checklist 5S checklist evidence that evidence that a
 posted in the posted and is not is not a 5S checklist 5S Checklist
area and it is seems to be posted, it is posted, it is exists for the exists for the
clearly followed. available. available. area. All area. PM log is
followed All All required All required required PMs not up to date.
everyday. required PMs have PMs have have been Metrics and
All required PMs have been been performed. charts in the
PMs have been performed. performed. Metrics and area are not
been performed. All metrics Metrics and charts in the current.
performed. All metrics and charts charts in the area are not
All metrics and charts in the area area are not current.
and charts in in the area are current. current. It is
the area are are current. It is unclear that
current. It is It is clear somewhat follow-up
clear that that follow- clear that actions to
follow-up up actions follow-up identified
actions to to actions to problems
identified identified identified have been
problems problems problems done.
have been have been have been
done. done. done.
There is a
There is a There is a There is a
system in There is no There is no
clearly system in system in
the area system in the system or
documented the area the area and
and area and little commitment
Sustain and and strong spotty
moderate interest in within the
followed interest in interest in
interest in maintaining organization to
system to maintaining maintaining
maintaining 5S. sustaining 5S.
maintain 5S. 5S. 5S.
5S.
# of 5’s circled:____ X 5 = ______ Opportunities for Improvement:Who When
# of 4’s circled:____ X 4 = ______ •
7.16.6 OFFICE 5S
Office 5S is developed by Industry 5S Experts, which is collected and unchanged version is included herewith.

A Who audits?
A.1: An audit has to be carried out by at least 2 auditors; one of the auditors has to come from the area being audited. The auditors are
accompanied by an employee from the work area.
A.2: The audit team should have subject matter knowledge (knowledge of the organisation, local processes and technology) as well as
methodology competence (re. 5S, KVP techniques etc.).

B When should an audit take place?

B.1: The audit should take place in the running process, i.e. not at a time where no activities are being carried out in the work area, but directly
after a routine 5S campaign.
B.2: Audits are normally not announced.

C Tips for auditors

C.1: Audit is training (the audit serves to ensure continuity and to aid further improvement)
C.2: Not staff are being audited, but work places and equipment
C.3: The requirements (content of the audit questionnaire) are known locally.
C.4: The audit always takes place with the involvement of a member of staff from the work area. This can be the supervisor or a member of staff
from the area.
C.5: The audit takes place exclusively on site, not in meeting rooms.
C.6: An audit should also be "behind the scenes",
- cupboards and drawers should be opened,
- the hard disks of computers should be observed, if possible,
- places which are difficult to access should also be included.

C.7: The evaluation has to be professional and easy to comprehend.

- Reasonable feedback should be given (not only criticism but also praise for work done).
- Points that could be improved / ideas are to be written down and recorded in the audit report.
- Good solutions should be especially mentioned.

C.8: Audit results should be entered into the audit report form immediately and signed by the auditors and staff from the work area.

Table No. 58: Describing Office all 5S, Scores

Sort (sort out)
Score
Comment /
No. Marking 00.00.00 Date Date Date Score measure
Im provement
Are there
unused There are many
work aids in unused work aids in
the area? 0 the area
1.1 e.g. office 0 0 5 10 5 At the moment there
utensils, 10 are unused work aids
tools, pens, There are no unused
paper, files, work aids
etc.
Is there Unused or defect
unused or 0 office machinery is not
defect 5 removed
office 10 Unused or defect
machinery office machinery is
1.2 0 0 0 5
in the area? partly removed
e.g. There is no unused or
typewriter, defect office
defect PC, machinery
printer, etc.
1.3 Are there 0 5 5 5 0 Much unnecessary
unnecessary 5 materials ...
materials in 10 At the moment still
the work unnecessary materials
area? ...
e.g. There are no
packaging unnecessary materials
material,
containers
(empty
bottles, ...),
 files no
longer used,
catalogues,
filing
baskets,
furniture,
technical
devices,
checking
parts,
samples
Is there 0 Much unnecessary
unnecessary 5 furniture ...
furniture in 10 At the moment still
this area? unnecessary furniture
e.g. ...
cupboards, There are no
1.4 shelves, 0 0 unnecessary furniture
chairs,
tables or
transport
and storage
containers,
standards
Is there 0 Much unnecessary/
unnecessary 5 redundant information
or ...
redundant 10 At the moment still
information unnecessary/redundant
in the work information ...
area? There are no
e.g. notices, unnecessary/
guidelines, redundant information
1.5 0
work
instructions,
goals, work
results, info
boards,
pinboard...
(Also
integrate
filing, etc.)
Points Maximum number of
0 5 10 20 50
achieved points
Results
(%): 0 10 20 40

Straig hten (sy stematic tidiness)

Score
Comment /
No. Marking 00.00.00 Date Date Date Score measure
Im provement
Are places for
office utensils
(pens, scissors),
accessories
(calculator, cutting
No markings
machine,
Markings
laminator) and
0 exist, 50%
office material
2.1 0 5 compliant
(copy paper, files,
10 Markings
etc.) marked.
exist, 100%
Is it possible to
compliant
identify if
something is
missing, where
something should
be returned to?
2.2 Are there markings 0 0 No markings
in the work area 5 Markings
 for places to put 10 exist, 50%
things, such as compliant
incoming post, Markings
office material exist, 100%
Is it recognisable compliant
where something
should be put?
Are there markings
in the work area
for office No markings
machinery (PC, Markings
printer, scanner, 0 exist, 50%
2.3 fax)? 0 5 compliant
Is it possible to 10 Markings
identify what exist, 100%
device it is, who compliant
uses it (normal PC,
CAD etc.)?
Is there marking of
the WIP stocks and
work supplies No markings
(ordered for what?) Markings
traffic light 0 exist, 50%
2.4 systems, 0 5 compliant
KANBAN? 10 Markings
Do all articles have exist, 100%
instructions, what compliant
they are used for
and for whom?
Maximum
Points achieved 0 0 0 0 40 number of
points
Results (%): 0 0 0 0
Scrub (keep clean)
Score
Comment /
No. Marking 00.00.00 Date Date Date Score measure
Im provement
Place is not
Are office cleaned
equipment, other Cleaned but not
objects or work 0 well enough in
places well 5 all accessible
3.1 cleaned and free 0 places
of dirt? Well cleaned
e.g. dust, glue, 10 including
drink remains, hidden but
rubbish, paper accessible
places
Environment is
Is the working not cleaned
environment, i.e. Cleaned but not
floors, walls, 0 well enough in
windowsills, 5 all accessible
3.2 windows, doors 0 places
free of dirt? Well cleaned
e.g. dust, 10 including
rubbish, paper, hidden but
folders accessible
places
Are working aids
(office utensils) Working aids
free of dirt? are not cleaned
e.g. from glue, Cleaned but not
paint (Also 0 well enough in
include in the 5 all accessible
3.3 evaluation office 0 places
utensils which Well cleaned
are not being 10 including
used and are hidden but
stored in accessible
cupboards or places
drawers)
Are there
definitions or
rules that clean
None found
ups should be
0 Exist but are
carried out?
5 incomplete,
(The necessary
3.4 0 unsuitable or
work has to be
unused
defined including 10 Completely
schedules and
available
necessary aids in
the clean up
plan)
Are all necessary
cleaning aids
according to the Not available
check list Only partly
available at the 0 available or not
3.5 work place? 0 5 provided
e.g. duster, 10 properly
cloths, cleaning Available and
fluids (for well ordered
keyboards,
monitor, printer)
Maximum
Points achieved 0 0 0 0 50 number of
points
Results (%): 0 0 0 0

Standardize (making standards the rule)

 Score
Comment /
No. Marking 00.00.00 Date Date Date Score measure
Im provement
There are no
standard
solutions or they
Are there are not adhered
standard to
solutions in the There are only
wok area and standard
are these being solutions in
provenly used? 0 subareas and
4.1 E.g. standard 0 5 they are only
marking of 10 partially adhered
files, standard to
filing system, Everywhere
standard where it makes
structure of sense there are
info boards standard
solutions which
are 100%
adhered to.
Are there check
lists or There is no
visualised brief suitable
introductions documentation or
for working it is not used
with office 0 Documents are
equipment available in
4.2 (copier, 0 5 subgroups and
laminator)? Do are used
these also 10 There is suitable
include tips on documentation, it
dangers or how is visuals and
to behave in provenly adhered
unplanned to 100%
situations?
There are no
Are there standards, forms
standards / etc.
formulas for Standards are
records (check 0 partially
lists) in the 5 available or
4.3 service area, 0 complete
reports, ... And documentation is
are these used 10 not used
suitably? there are suitable
Service level standards / forms
etc. and they are used
100%
Maximum
Points
0 0 0 0 30 number of
achieved
points
Results (%): 0 0 0 0

Sustain (self-discipline continuous im provement)

Score
Comment /
No. Marking 00.00.00 Date Date Date Score measure
Im provement
Are the Standards are not
standards used
described 0 Standards exist in
under Pkt. 4 5 several subareas
5.1 0
being and are adhered to
provenly 10 Standards are used
adhered to throughout with
everywhere? 100% compliance
5.2 Are 0 0 There are no
responsibilities responsibilities or
 clear? Does 5 they are not known
every Responsibilities
employee exist but are not
know when, everywhere where
10
how, where they are needed or
and from are only partially
whom used
something There are
should be responsibilities,
requested or they are visualised
reordered? and adhered to
e.g. office 100%
material
There is no matrix
of representatives
Does a matrix
or it is not known
of
Matrices of
representatives
representatives
exist? Does 0 exist but are not
every 5 everywhere where
employee
5.3 0 they are needed or
know when
are only a partially
and how he is
10 used
to represent
There are matrices
someone? e.g.
of representatives,
holidays,
they are visualised
illness
and adhered to
100%
Existing standards
are not provenly
improved/optimised
Are the
Optimisation is
standards 0 proven in some
described
areas but only a
under Pkt. 4
5.4 0 5 few new standards
being lived
are created
and further
10 Existing standards
improved /
are provenly
optimised?
improved, new
standards are
created
The defects system
is not used (no or
hardly any new
ideas)
The defects system
0 is used but
obviously many
Are the
5 defects are not
defects
being discovered
recording
5.5 0 and entered into the
system being
system for
used and
processing, defects
lived?
found are not being
10 worked on rapidly
The defects system
is optimally used,
lots of new ideas
which are worked
on rapidly
Points Maximum number
0 50
achieved of points
Results (%): 0 0 0 0
Additional auditor
comments:
 IS
100
:0

40
20
2S
I I
| 2005 |

4S 3S
7.17 KAIZEN FOR RAPID IMPROVEMENT

7.17.1 INTRODUCTION
The concept and techniques of Kaizen is a Japanese term, translated meaning as ‘kai = change and zen = good’,
change for better and used as ‘continual improvement. This concept creates a movement in the manufacturing
and other industries through the thinking the better in any situation. Disciplined and organized thinking could do
better from accepting the problems to finding the solutions. This concept transfers the problems and difficulties
to opportunity for getting solutions, improvement and efficiency towards perfection.

It is a simple concept, but very strong and impacts radically. Various process,
techniques and methods are invented to take this concept to way forward to make the system and the
organization better. Almost all industries in the world who implemented this concept, realized the effectiveness
of this techniques. Kaizen is one of the essential and powerful techniques in Lean manufacturing and it was
applied in Toyota with a small to big changes for improvement after encouraging and applying human
intelligences and engaging process owners in the plant.

What Is KAIZEN?
As described Kaizen is the Japanese word that means to “Change for the Good”.
Doing any ‘little’ thing better everyday defines kaizen – Slow,
Gradual but Constant improvement in any area that will ELIMINATE
Figure 72: Sensei Masaaki Imai,
Founder & Chairman Kaizen
Institute Waste and improve customer satisfaction.

Kaizen means continual or continuous improvement in Personal Life, Home Life, Social Life, and Working Life.
When Applied to the Workplace, Kaizen Means Continuing Improvement Involving Everyone – Managers and
Workers Alike; MASAKI IMAI
 Encourag
ement to
em ployee
Scalability
: Repeat Identificat
the best ion of
for other problem!
areas

Standard, Motivate for

sation the Ideas for
Practice Solution &
Intelligence

Team for
Data analysts action
and
Validation of plan &
im piemen
improvement tation
Drive for
Im piemen
tation

Fundamentals of Improvements
1) Start with small improvement
2) Start with our problems not their problems
K a i z e n Cycle
for Continuous
Improvement
3) Start with easy and obvious opportunity areas
4) Improvement should be a part of daily routine or in Periodic
5) Encourages for the collection of group wisdom
6) Never rejects any idea before trying or verifying
Figure 73: Basic Cycle of improvement
7) Find and Highlights problems, do not hide
them
8) Problem is the friend to teach about possible solutions and also opportunity of learning
9) Do not wait for good day, start immediately.

7.17.2 Elements of Kaizen

1. Team effort for involvement
2. Discipline in work
3. Motivation and moral improvement
4. Suggestion for improvement
5. Applies human intelligence
6. Based on unceasing Improvement

Main subjects for kaizen suggestions

According to the Japanese human relations association, the main subject for propositions in Japanese companies’
suggestion system ought to be in order:
1) Improvement in one’s own work
2) Saving in energy, material and other resources
3) Upgrading in machines and processes
4) Developments in jigs and tools etc.
5) Upgrading in office work
6) Enhancement in product quality
7) Ideas for new products
8) Customer services and customer relations
 9) Suggestion based on problems
10) Other area related to development in the factory

7.17.3 4 Main Kaizen Principles

1. Kaizen, 改善 , continuous improvement in small, sometimes referred to as 'baby,' steps.
2. Kaikaku, 改革 , meaning radical or revolutionary change and in its extreme can also be referred to as
kakushin, 革新 , literally meaning renewal however referred to in business, in English, it is as innovation
or interruption.
3. Kaizen, 改 善 , refers to the Kaizen philosophy and mindset that Toyota started developing since its
inception as a textile loom works company under its founder Sakichi Toyoda, then progressed further when
Sakichi’s son, Kicihiro Toyoda, changed the company’s focus from textile to automotive manufacturing and
moved one of the textile production engineers, Taiichi Ohno, to become the production manager of the
automotive manufacturing business and would also be known as the father of the Toyota Production System,
TPS.
4. People Involvement for their problems, solutions, implementation and validation. It is important for change
in attitude and human intelligence.

7.17.4 The 4 Types of Kaizens

There four types of Kaizen as described by industry experts.
1. Kaizen Teian: Bottom-Up Improvement. Kaizen Teian describes a form of improvement where people
participate to improve their own processes. It is cultural adoption due to involvement everyone to think on
possible improvement. It is boost of motivation and moral of people. It is reduction of wastage in eight
forms (described in Lean wastages), such as;
Defects: Scrap or products that require rework means extra production time. Over-processing: Occurs due to not existence of operation
standardization and mistakes. Overproduction: When there are more parts in production beyond the nos. of customers are purchasing. This type of
waste spells big trouble for an organization with space, inventory and capital blockage. Waiting time: A person or process on rest and inaction on
the manufacturing line. Inventory: A valuable product or material that is waiting for processing or to be sold. Transportation: Additional
Movement a product or material and the costs generated by this process. Motion: Excessive movement of people or machines without requirement.
It is more common to talk about people movement, as this leads to wasted effort and time. Non-utilized talent: Unutilized skilled manpower by the
management team fails to ensure that all the potential and experience of its people are being used.

2. Kaizen Events: Defined improvements with the action plan. It is specific improvement within a time limit.
Management and people involved in analysing their VSM (Vale steam Map) to solve a specific problem. All
events must be aligned with broader operational goals and processes, in order to have a sustainable impact.

3. Kaikaku: it is Radical changes, when small changes aren’t enough to drive the improvements, an organization
needs to be competitive or effective. That’s time, when to turn to Kaikaku. Unlike Kaizen, which focuses on
incremental changes, Kaikaku describes a process where an entire organization is focused on a radical process
transformation. Rather than improving a process, Kaikaku may ensures the organization moves to a massive or
entirely new process. It may change of total plant automation, digitization of the recoding keeping and cloud
computing.

4. Kakushin: it is Break-through Innovation, Kaikaku represents as revolutionary and game-changing. Kakushin

happens when one move to an entirely new way of doing something. It may be press reengineering, new
manufacturing lines, and It’s about the big break-through that changes everything. Kaikaku may mean making a
major change on how things are done, it is about changing what is required to be done. For example, if Kaikaku
is about moving from traditional to world class techniques, plan on the basis of cost benefit, manual to
automated production, change into new plant with process for same output, it might be the switch to 3D printing
those materials, demanding new skills from the workforce etc., refers in Kakushin.
Finding the right tool
While it may be tempting to think that a massive transformation will most effectively drive the competitive change
within an organization, Kaizen must be the foundation of any changes. Once a radical transformation has taken place,
continuous improvement is necessary to fine-tune these changes and solve to any new problems that may arise as a
result. Daily Kaizen will lead to the next opportunity for a breakthrough shifting.
7.17.5 Kaizen rules
Constant improvement is the Kaizen rules which should follow for the business. It means constant improvement
of all business functions, at each hierarchical level, from the CEO to the threshold level of the plant and
employees. Whatever the changes may be, in big or small, it's a change ought to moves for the better.
Areas of kaizen initiatives
F Improvement of working process and procedure
F Work place layout
F Improvement in the design in plant and equipment
F Improvement in plant layout
F Better utilization in the men, materials and machines
F Focus on efficient materials handling
F Improvement in flow of production and process
F Improvement in the economy of human effort and reduction in unnecessary motion and fatigue
F Derive the methods standardization
F Improvement in safety
F Transformation of poor to better working condition

© Innovation

o (b) KAIZEN
£ ( a ) Maintenance

TIME
TRADITIONAL APPROACH KAIZEN APPROACH
(Innovation but poor maintenance)
Kaizen Strategy
1) Find and solve problems
2) Improve productivity, efficiency and capacity
3) Enhance the success rate
4) Face challenges & competition
5) People involvement
6) Advance in culture
7) Benefit of organization through customers.
Deming
Cycle
Figure 74: Kaizen improvement approach
7.17.6 Kaizen Approach

Plan

Act Do

Check

The common approach of Kaizen is to create continuous

improvement based on the ideas that may be small, ongoing positive and changes can gain major improvements.
It is based on cooperation, commitment and standards, in accordance to approaches that use radical changes or
top-down approach to achieve development.
Figure 75: PDCA in Kaizen Biltz
Kaizen Blitz is an effective method starts with continuous improvement
in the plant. It is sort term project or event to improve process, including training programs followed by an
analysis, design, action plan and implementation, often in re-arrangement of a product line or areas. Process
Flows and Value Stream Mapping are important tools for Kaizen Blitz. The usually this Kaizen event takes 2-10
days.

The Team
Selected the kaizen team members mostly chosen from the functional areas and from working sections. It needs
to be multi-level and multi-functional and representatives from the entire process may want to choose. These
people will become the hand-holders & champions for the new way and play a significant role in convincing the
efficacy of the techniques, and both people & process oriented in the plant.

Kaizen Benefit to the Plant

There are immense benefits observed from Kaizen in Toyota, which makes the concept essential and most
implemented techniques in the manufacturing industries. Improvements are overall in the key metrics
simultaneously on productivity quality, cost, delivery, safety and morale. All the improvements benefits are on
process, system and customer’s oriented. It has impact on cycle time reduction which is one bottom line benefit,
greater efficiency and capacity within the processes, reduced lead time to customers and improved customer
relation & satisfaction.
By involving the appropriate involvement of people, plant may ensure the best outcome, and ownership for the
new process. Employees will feel a great sense of empowerment and ownership as they themselves will be
initiating and making it an on-going change.
7.17.7 Kaizen for Loss Reduction
The principle behind is that a very large number of small improvements are more effective in an organizational
environment than a few improvements of large value. This pillar is aimed at reducing losses in the workplace
that affect the workplace efficiencies. But, through using a detailed and thorough procedure, one could eliminate
losses in a systematic method using various Kaizen tools. These activities are not limited to production areas and
rather can be implemented in administrative areas as well.

7.17.8 Kaizen Policy

1. Practice on the concepts of zero losses in every sphere of initiatives
2. Persistent quest for the achievement on cost reduction targets
3. Continuous effort of improvement for overall plant and equipment effectiveness
4. Extensive search and analysis on new tools for eliminating losses
5. Emphasis on easy handling of operations, P-M analysis
6. Based on the most use of Human Intelligences

Kaizen Target in respect to losses

Kaizen caters for sustainable achievements of zero loses and defects with respect to lesser stops on unavoidable
downtimes through measurement and adjustments. It also aims to achieve the culture of maximum
manufacturing cost reduction and optimum utilization of resources.

7.17.9 Most used in Kaizen Tools

These tools are used for various others techniques such as TQM, TPM, Six-sigma etc. and as per requirement for
critical analysis on the way towards improvement.
1. P-M analysis, a systematic problem-solving philosophy for Chronic Losses. The term P-M
Analysis comes from the following origin: P – Phenomena (non), Physical; M – Mechanism, Relationship
(Machine, Man/ Woman, Material, Method).
2. Design the Kaizen theme
3. Why - Why analysis
 4. Summary of losses
5. Kaizen registers and forms
6. Kaizen summary sheet

7.17.10 YAMAZUMI Workload Charts

This is not a Kaizen tool, but relevant for the plant in consequence of dilemma of connotation that workload
could be enhanced due to application of Lean and Kaizen techniques in the factory.

A Yamazumi chart is a stacked bar chart that shows

the balance of cycle time workloads between a number of operators typically in an assembly line or work
cell. The Yamazumi chart can be either for a single product or multi product assembly line.

Yamazumi is a Japanese word that literally means to stack up. Toyota uses Yamazumi work balance charts to
visually present the work content of a series of tasks and facilitate work balancing and the isolation and
elimination of non-value-added work content.

Figure 76: Window ofYamazumi chart, collected

The balance charts are created in Timer Pro
Professional. If anyone using Video Timer Pro to measure the work content the videos are automatically
embedded in each activity chip for instant replay to identify improvement opportunities and for operator
training.

It is a single click in Timer Pro will send the entire Yamazumi balance chart to Excel (shown in Fig. 76). The
work elements are automatically sized in proportion to the work content. In addition, the video snippets are
embedded in the Excel sheet. Timer Pro includes a free player that will allow these videos to be replayed directly
on the factory floor i.e. the end users do not require Timer Pro to review the video content. From Excel the charts
can be printed in any size; many companies print out the charts over 3 feet tall for worker and management for
review.
7.17.11 KOBETSU-KAIZEN
“Kobetsu-Kaizen” means to the “individual improvement for further efficient production systems.” It means
efforts to select model equipment or a model line and to confront the challenge target of zero losses through
project team activities according to improvement themes. This concept is used in productive maintenance
concept for zero losses. It takes the form of activities through project teams composed of managerial staff
members and through small workshop groups.

The procedures for the implementation of “Kobetsu-Kaizen” by managerial staff members are as follows:
1. Establish a project team
A team of several members should be organized, with the line manager in charge of the model equipment
serving as its leader.
2. Assortment of model equipment
Model equipment or a model line should be chosen.
3. Grasping and confirmation of 16 major losses (detailed about 16 losses are described in TPM chapter) from
selected model line

4. Decision on the theme and preparation of a promotion program

5. Define “Kobetsu-Kaizen” project activities
For these activities, failure analysis methods and Industrial Engineering methods could be utilized. For
chronic losses, PM analysis should be applied.
6. Standardization and horizontal deployment should be completed aiming at enhancement of OEE.

Five measures to achieve zero failures

Failures represent the latent defects below the ‘water surface’ causes failures, like an iceberg. Methods for
uncovering such latent defects, affect and preventing failures are the ‘five measures to achieve zero failures’,
and these are as follows:

(1) Put basic conditions in place

Keeping of basic conditions for equipment and machine, i.e., enforcement of cleaning (as per developed
standard procedure), oiling and retightening (of bolts and nuts).

(2) Follow the developed operational conditions

Observe and maintain the specified operational conditions of the equipment and machine, such as pressure,
temperature, speed, and flow rate etc.

(3) Restore original functions by considering the deterioration

In deterrence of natural deterioration as per the life of the of equipment and natural decaying is possible by
restoring the basic conditions and abiding by usage conditions. Even in natural decline, such as wear& tear,
corrosion, fatigue, and deteriorating insulation, naturally occurs. However, such deterioration should not be
left unattended, but corrected to restore the original conditions.

(4) Improve design weaknesses

By repeated restoration and correction procedure cannot always makes improvement. Natural deterioration
may be intensified due to error in material selection or layout design or structural defects during
manufacturing stage. Such various shortcomings ought to be rectified through the corrective maintenance
procedure.
(5) Improve skills
Required skills, training and competency must be ensure or it could be aggravated with problem in the time
being. A team with a reserve of technically capable people could be developed internally as per the
equipment and tools used in the plant.

Improvement of the Setup Losses as per Kobetsu Kaizen

Set up loss is one of the seven major losses that is the hinderance of equipment operations and consequence of
the time loss due to stoppage of production. The team target is how to reduce the set-up time.

Setup is a sequence of work starting from removal of jigs or tools upon the completion of the on-going
production, clearing up, cleaning; preparation, attachment, adjustment, and measurement of jigs or tools required
for the next item and manufacturing of non-defective products.
The main task is how to reduce the internal time during which machine stopped working and extend the external
time with industrial engineering approach.

There remain many matters to be addressed to shorten the time spent on ‘internal setup’ (setup during machine
stoppage) and ‘external setup’ (setup without machine stoppage) based on IE approach.

Adjustment means the following work:

1. Measures to be taken to pursue the optimum solutions or values to attain some purpose; for instance, the
procedures to put quality within designed values.
2. What is achieved through the repetition of trial and errors.

Organize and tidy;

Reorganize and management the position of tooling
Do not search, do not move.

Clarification External setup and Internal setup

Study and analyze form elimination of work
Review and implementation of modified of work procedures.

Estimate the Internal setup to External setup and times;

Preset or pre-assembled
Sharing of jig and exchange one-touch
Changes the adjustment to external setup
Using the auxiliary jig
The elimination of adjustment
7.17.12 Dandori Kaizen
Kaizen for Quick changeover, and going beyond changeover by Kenichi Sekine and Keisuke Arai, these two
experts of Japan carry forwarded the SMED concept of Dr. Shingo who died in 1990, towards zero changeover
time. Shingo done an incredible value addition in Toyoto factory through quick changeover under Lean
techniques which is widely used in industry. It improved to another level where changeover measured not in
minutes but in seconds, and called zero changeover, aims to shrink changeover times to three minutes or less.

Understand Cut t h e Reduce changeover

Study Ing of First c u t the changeover changeover time into
current changeover changeover t i m e to t i me to Zero By
ondition i n the form t i m e i n Half another within 9 Eliminating
of wastage Half again minutes ne with i n changeover
minutes
Time

Figure 77: Improvement towards Zero Changeover

Three basic condition required to establish to move to zero changeover time for a general-purpose press;
Standardization of Dies: Dies are to be standardized in four respect;
1) Die height
2) Die Sizes (small, medium and large)
3) Clamp height
4) Clamp position

Other standardization will make as per the requirement. It is a genba method in the shop floor, a systematic
method is written in “Kaizen for Quick Changeover’ by Kenichi Sekine and Keisuke Arai.
7.17.13 GENBA KAIZEN

Name of the Project: Productivity Improvement in Clutch Housing

Introduction of the Project
Kaizen for Clutch Housing 3710 (parts identified andmarked in the plant) is a project for productivity and
quality improvement of Clutch Housing 3710. Clutch housing is an auto component which pass through various
machining operations after casting. Before starting of this project, average production per shift of this job are
only 20 pieces in machine shop.
Per shift production in machine shop Before Kaizen is

Process description & Measurement Plan

Process involved in Clutch Housing 3710 are first of all Melting iron alloys, Casting, Fettling and then pass
though different machining operations respectively. During finish machining it has two setups i.e. in first setup
Milling, Drilling & Tapping and in second set up is Drilling, Boring & Milling operations are done respectively.
Both setups have separate fixtures.
The team measured the cycle time of this job from daily production log book.

1 st SETUP

2 nd SETUP

Incoming Raw Milling Drilling Tapping ( 02 Face Milling

Material locations)

Drilling Rough Boring Finish Boring Face Milling Drilling

v-

Situational Analysis
Before starting this project, Clutch Housing have two setups for machining. In first setup Milling, Drilling &
Tapping and in second set up Drilling, Boring & Milling operations are done respectively
After examine all operations, it is found that there is no need of two setups for machining this Job. It has seen a
strong possibility of machining this job in a single setup with desired fixture. There were chances of error in two
setups.

Observations after analysis are as follows;

A) Component located with reference of Casting
B) Maintaining all dimensions was very difficult
C) Two Fixtures are used
D) High Cycle time
E) Chances of errors
F) Workers fatigue is high
Improvement Plan
A) Design a new fixture for a single setup of machining
B) Merge both setups in a single set up
C) Only one set up for completing the job

Before Kaizen After Kaizen

Status: separate fixture needed for
Status: single fixture has been made
BORE DIA, PCD and inner DIA
in which all three dimensions are
and it was very difficult to
maintain with single reference point
maintain all these dimensions with
(BORE DIA Ø 85+0.035)
common reference point

Standardization of the activities

A) New fixture has been made
B) Machining of this job with a single reference point

Phase wise & unit wise achievement

A) Cycle time reduced from 24 to 12 mins.
B) Production increased in production from 20 pcs/shift to 36 pcs/shift.
C) Error proofing in Boring Dia 85 and PCD 447.

Before Kaizen After Kaizen

Cycle Time 24 12
Number of Pieces
20 36
Produced per shift

Opportunity b e n e f i t s ( m o n e t a r y ) accrued/ e x p e c t e d from t h i s project =

Production increased (No's) X Machining Cost/ Pcs. X N o . of Shift ( M o n t h l y ) = 16 X
8 0 X 2 6 = Rs. 3 3 , 2 8 0 p e r m o n t h .
 Specific Improvement and Implementation Proposal
Sorting of the Raw Materials – Processing Section

Existing System: Manual Sorting

Sorting Data
Existing System
Item Name Sorting per man per hour (kg)
Cut Dates 35 kg

After the Study of the Sorting activity in the Processing section, it is observed that single manpower is sorting 35
kg of cut dates in an hour. The average requirement of cut dates in a month is 123 ton. (122965 kg) = approx.
123 Tones.
So, required man hour for sorting this item = 122965/35 = 3513 Man-hour = 439 Man-days (8 Hrs. working)

Proposed System
>■ -- • •
« - ■
• • * w

/1
6 JI
 Approx. Sorting Productivity after Implementation of the Conveyor
Item Name sorting per man per hour(kg)
Cut Dates 108 kg
Calculations Justify the Above Result:

Estimation Data from observation of the Existing Process, 4kg cut dates occupy 9 sq. ft. area for proper sorting.

Belt linear speed = π*d*n/12 = 8.37 ft/min. (Here, d=4” roller diameter and n= 8 Rpm) (As per discussion with
the maintenance)

Belt width = 450 mm (one side); so, approx. working width will be 300 mm. (0.98 ft)
1 ft belt will carry 0.43 kg cut dates (1.79 Kg. / Man/ Min.)

So, cut dates will be sorted in an hour by Two Manpower= 0.43*8.37*60= 216 kg.
Hence, cut dates will be sorted in a hour by a manpower = 216/2= 108 kg. (Approx.)

The Productivity Improvement = 3 Times of the Existing Man-Hour

So, required man hour for sorting this item = 122965/108 = 1139 Man-hour = 142 Man-days (8 Hrs. working).
So, Approx. Man-days Saving = 297

Note: This estimation will replicate to other Items also in similar process of calculation with different results

Constraint Factor: Amount i.e. % of Wastages in the sorting item and speed of manpower.

Kaizen Format, use for descriptions of the completed Kaizens.

7.17.14 Kaizen Summary and follow up Sheet

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Standard Kaizen Evaluation sheet in some Shops

KAIZEN SHEET Kaizen No.

Dept: Testing Kaizen Start01/08/2011 Finished:22/8/2011

Problem: Spark tester ivos not stoped after Team Members: Nagesh, Bhupendera
identifing the fault in wire.

Type of Problem:

Before Kaizen After Kaizen

Status:Spark tester was not stoped after identifing Status: Now spark Tester is stop automatically when the
the fault in wire. fault is catched.

Problem faced During Implementation Work Done: A circuit has been introduced in panal That stop
spark tester if any fault is catched.

Suggestions for Improvement Cost incurred for Making Kaizen

Material Cost: Rs 3000 per m/c Labour Cost Total CostRs
3000 per m/c
ResultNow the person involved in spark testing, perform an other task also at the Prepared By:Rafesh
same time and time taken in identification of fault is reduced.

Tangible Benefit: Now labour cost about Rs 6000 is Intengible Benefit: Now faults are esaily Checked By:
saved by performing two task by the same person identified.
at the same time.
 KAIZEN SHEET Kaizen No.

Dept: Fabrication Kaizen Start: 12/08/2011 Finished: 6/00/2011

Problem: Problems are faced while transfaring Team Members:

oxyzen cylinder from one place to other.

Type of Problem:

Before Kaizen After Kaizen

Jjll HR
Status:Oxyzen cylinder is carried manually i.e by Status: Now oxygen cylinder is carried on trolly.
rolling on the floor.

Problem faced During Implementation Work Done: Fabricate a trolley .

Suggestions for Improvement Cost incurred for Making Kaizen

Material Cost: Rs 2SOO Labour Cost: Total Cost:Rs
2500

Result: Now oxygen cylinder is transferred in very few min from one place to other. Prepared By: Shivendra

Tangible Benefit: Now time taken in covering the 5 Intengible Benefit: Time taken in transferring Checked By:
meters distance with oxygen cylinder is reduced the oxygen cylinder is reduced and Softy
from 7 min to 2 min. factors increased.

F There are Sample Kaizen Form are available in Annexure

7.18 SINGLE-MINUTE EXCHANGE OF DIES
The concept of SMED (Single-Minute Exchange of Dies) is a technique for radically reducing the time, it takes
to completely ready for equipment set up for product changeover. The less the changeover time, the less will be
the production interruption time and reduction in wastage of time. The target of SMED system is to convert as
many changeover steps as possible to ‘external time’ which is executed during the equipment is running and to
simplify and streamline the remaining steps. The meaning of Single-Minute Exchange of Dies comes from the
goal of reducing changeover times to the ‘single’ digits’ (i.e. less than 10 minutes). The essence of SMED to add
efficiency in the system by better method to reduce the set-up time of equipment and machines.

A successful SMED program will have the following benefits:

i) Lower manufacturing cost, the faster changeovers, the lesser will be equipment downtime
ii) Possibility of more with smaller lot/ batch sizes due to smaller changeovers enables more product changes
iii) Quick response to the customer demand as the smaller lot sizes enable more flexible scheduling to attain
more customers
iv) Low inventory cost by better managing the inventory levels
v) It enables flexible production system in the plant with instant response to more customers with small
quantity
vi) Better startups with standardized changeover processes improve reliability, productivity and quality.

7.18.1 Basics of SMED

The techniques of SMED was developed by Shigeo Shingo, a Japanese industrial engineer in Toyota with great
success, helping companies dramatically reduction in the changeover times. This innovative effort led to
documented reductions in changeover times averaging 94% (e.g. from 90 minutes to less than 5 minutes) across
a wide range of companies.

7.18.2 Internal and External Set-up times

There are two types of times of engagement in SMED duration, changeovers are made up of steps that are termed
as “elements”. There are two types of elements:
Internal time or elements is that it must require to stop the equipment to completed operations.
External time or elements where operations can be completed while the equipment is running.
The SMED time reduction is the process on the target that, as many elements as possible make external to reduce
the Internal element for sequencing and executing all elements.

For the selection of the job, it may as per observation by operators or maintenance/ changeover team at least two
weeks about scope to save production time and opportunity from business and customers. All equipment and
machine should prepare for the initial opportunity, for unproductive time reduction. For further opportunity of
more changeover time reduction, next phase of planning is required for it.

For plant-wide implementation of SMED the following initiatives are essentials as per industry experiences;
i) Internal Planning as per the scope of SMED in the organization
ii) Develop internal QC Team to involve in the concerned operators and supervisors
iii) Training and Handholding through an initial common Genba with videos of a changeover
iv) Initial Brainstorming session, how it could be improved and what would be their role
 SMED Trolly with all arrangements of changeover tools,
parts, Die etc., should be ready before in the shop the machine for change. The least and minimization of
operation with minimum time should be spend to change during equipment stoppage is the target in changeovers.
The least is the internal elements, the least will be change time to progress towards zero changeover time.
Die Storage and
Movement in Die
Trolley during

Comparison of SMED and TPM

Table No. 59: Comparison of SMED and TPM
Areas SMED TPM
Reduction in Stoppage of Work Yes Yes
Increase of OEE Yes Yes
Preventive No Yes
Optimize the M/c Utilization Yes Yes
Customer and Business Orientation Yes Yes

7.18.3 Steps of SMED

Simplified Roadmap
The best way to understand the SMED is the on-site demonstration of the work and work plan with an example.
There some steps which described by various industry experts to implement the SMED in shop floor are as
follows;

Step One – Identify Pilot area and measure the Job

In the first step is to select the right project / job of immediate importance and immediate scope of improvement
as per the criticality and customer’s demand. The ideal equipment selection process should have the following
characteristics:

Table No. 60: Identify Pilot Area and measure the Job
Areas Description
The existing changeovers are very long with Old
Time of
methods with significant opportunity to reduction may
Changeovers
be all changeovers more than one-hour
More nos. changeovers with more times, may be 2-3
Frequency nos. per day with variation in durations, may give the
priority
It is as per the business opportunity of the
Scope of
organization, product price, forward and backward
Saving
lined or networked equipment
 Areas Description
Study team or expert is familiar with the equipment
with operators, maintenance personnel, quality
Understanding
assurance, and supervisors, who would be engaged and
motivated
The equipment with more constraints and critical, have
Constraint
more opportunity to improve. Any improvement could
Factors
bring immediate result, might select first

Started the elements or activities related to the job/ changeover once the target equipment has been selected.
Record the elements of the job and baseline times for the changeover. Changeover time should be measured as
the time between production of the last good part (at full speed) and production of the first good part (at full
speed), there should be homogeneity condition in both the occasions. Be cognizant of the ‘Hawthorne Effect’ (it
reflects the fact that people will modify their behavior simply because they are being observed); changeover
times may temporarily improve as a simple result of observing their process. When possible, use prior data to
baseline the changeover time.

Step Two – identify Internal and External Elements

In this step, the team works together to identify all of the elements of the changeover. The most effective way of
doing this is to videography the total operations / job of the entire changeover and then work from the video to
estimate the times after listing of each element, each of which includes:

i) List out the elements as an internal and external from the video as does in Time study
ii) Noting times of each elements as per the sequence, it may as we follow the Standard time in time study
iii) If manpower more than one, as a human element, all movement and working of all manpower ought to be
noted.
iv) During videography, points to be noted that separate videos to be taken for man and machine for better
understanding and analyzing

Step Three – Separate Internal and External tasks and Elements

Next step after identification of internal and external activities is separation of them from execution point.
Elements of the changeover process that can be performed with little or no change while the equipment is
running are identified and shift to “external” to the changeover. It is not unusual for changeover times to be cut
nearly in half with this step alone.

During the element selection, the queries must be from the team is that element, as currently performed or with
minimal change can be completed while the equipment is in operation.
If the categorize the element as external and move it before or after the changeover, as appropriate.

Examples of candidate elements for such treatment include:

Item Description
Retrieval Retrieval of parts, tools, materials, and /or
instructions
Inspection Inspection of parts, tools, and/or material
Cleaning Cleaning tasks that can be performed while the
process is running
Quality Quality checks for the last production run
The deliverable from this step should be an updated list of changeover elements, split into three parts: 1)
External Elements (Before Changeover); 2) Internal Elements (During Changeover); and 3) External Elements
(After Changeover).

Step Four – Convert Internal Elements to External

As per the industry used and expert’s description, in this step, it is the most significant step in the changeover
reduction time. The current changeover process is carefully examined, with the goal of converting as many as
internal elements to external as possible. For each internal element, the team should ask with the enquiries of is
there any way to make this element external, which process and how it could be done.

This is conducted through preparing in a list of elements that are candidates for further action. This list should be
prioritized, so that most promising candidates are acted on first. Fundamentally, this comes down to performing
a cost/ benefit analysis for each candidate element:
Cost as measured by the materials and labor needed to make the necessary changes
Benefit as measured by the time that will be eliminated from the changeover
Once the list has been prioritized work can begin on making the necessary changes

Instances of techniques that can be used to convert internal elements to external are:
Item Description
Advance Prepare parts in advance (e.g. preheat dies in advance of
Preparation the changeover)
Use duplicate jigs (e.g. perform alignment and other
Jigs
adjustments in advance of the changeover)
Modularize equipment (e.g. replace a printer instead of
Modularize adjusting the print head so the printer can be configured
for a new part number in advance of the changeover)
Modify equipment (e.g. add guarding to enable safe
Modify
cleaning while the process is running)
The deliverable from this step should be an updated list of changeover elements, with fewer internal elements,
and additional external elements, performed before or after the changeover.

Step Five – Streamline Remaining Elements

In this step, the remaining elements are reviewed with an eye towards streamlining and simplifying so they can
be completed in less time. First priority should be given to internal elements to support the primary goal of
shortening the changeover time.
For each element, the team should ask the following questions: How can this element be completed in less time?
How can we simplify this element?
As in the previous step a simple cost/ benefit analysis should be used to prioritize action on elements.

Sample techniques that can be used to streamline elements are:

Item Description
Eliminate bolts (e.g. use quick release mechanisms or
Release
other types of functional clamps)
Eliminate adjustments (e.g. use standardized numerical
settings; convert adjustments to multiple fixed settings;
Adjustment
use visible centerlines; use shims to standardize die
size)
Motion Eliminate motion (e.g. reorganize the work space)
 Item Description
Eliminate waiting (e.g. make first article inspection a
Waiting
high priority for QA)
Standardizing Standardize hardware (e.g. so fewer tools are needed)
Create parallel operations (e.g. note that with multiple
Operations operators working on the same equipment close
attention must be paid to potential safety issues)
Mechanize Mechanize (normally this is considered a last resort)
The deliverable from this step should be a set of updated work instructions for the changeover, i.e.
creating Standardized Work and a significantly faster changeover time.

7.18.4 Acceleration of the Progress

Figure 78: Acceleration of the Progress

Human Improvements (Quick Wins)

• Define roles. measures, and accounteNHtes
• Coach teams and loo* for •mme<*a*e process •mprcs-ements
•Create standardized work nstrudbons

Human Improvements (Next Step Examples)

• Retrieve parts sefore changeover starts
Setup Time

• Mark standard settings on equipment

• Eliminate waitng and unnecessary moeon

Technical Improvements (txampies)

Install quick release mechanisms
Eliminate adjustments
Moduianze equipment

Implementation Ttrne.'Effort
As per expert description, during the
implementation of SMED, it is helpful to recognize that there are two broad categories of improvement:
i) Human, achieved through preparation and in the organization
ii) Technical is achieved through engineering

Experience has taught that; the human elements are typically much faster and less expensive to improve then the
technical elements. In other words, the quick wins are usually with the human elements. Avoid the temptation,
especially with technically proficient teams, to over-focus on technical elements. Instead, focus first on the
human elements.

The following chart illustrates this principle, showing example areas of opportunity for SMED projects.
Avoid the temptation, especially with technically proficient teams, to focus on technical improvements, instead
of, first focus on human – skills & knowledge improvements.
7.18.5 GENBA SMED
PROJECT NAME: Die Changeover
Introduction to the Project
Project planned for reduction in Changeover Time literally, changing a die on a PDC Machine in whatever
possible optimum time i.e. reduction in time taken between the last piece of previous lot and first piece of next
setup .Before starting this project in a single setup from Housing Gear 4741 to Timing gear 0155 are taken 215
minutes for PDC-01. Due to this high setup time productive time becomes less in a shift.

Process description & Measurement Plan

In Die Casting industries during their casting different type of Dies are used, which are to be changed according
to Product/ Operations. When Product /Operations being changed then Dies will also change. We take a Video
recording of this Changeover activity and times for Examine, Measurement and Analysis on basis of value added
and non-value-added elements as per the External and Internal activities.

Sl.
Activities
Before 1 After
No. In seconds
1 Cleanin g and Removin g all eq uip ment of p revious castin g 276 124
2 Carry in g chain p ulley and hook it with fixed flap of Die 195 163
Unfastening fixed flap of Die and place it to its dedicated
3 695 678
p lace
4 Carrying chain pulley and hook it with moving flap of Die 154 118
Unfastening moving flap of Die and place it to its dedicated
5 p lace 693 649
Cleaning of T slot of Pattern and pull out bumper pins of
6 206 206
Movin g Pattern.
7 Cleanin g of PDC M/C b y air p ressure 156 51
8 Read Die Pro g rammin g 163 129
9 Remove cover from Tiber Rod and clean it 53 18
10 Unfastenin g Tiber Nuts 675 190
11 Op erate M/C for Lockin g scale settin g 80 80
12 Fastenin g the Pattern lockin g bolt & Tiber Nut 110 110
13 Carry in g & Put Bump er Pin in movin g Pattern 220 28
14 Put stud in movin g Pattern accordin g to measurement 191 84
15 Carry in g fixed flap of die and fit it in PDC Machine 915 794
16 Fastenin g of clamp of fixed flap 1460 1247
17 Hook & Chain-p ully removin g from fixed flap of Die 144 78
Die lifting by chain-pulley and air washing then fit it in the
18 705 597
machine
19 Sandwich movin g & fixed flap of Die 267 234
20 Tiber nut clamp fastenin g & Cover it. 102 79
21 Fastenin g Clamp of movin g flap 1127 682
22 Chain p ully ap art from the Die 85 85
23 Oilin g of die and slider 150 45
24 Pressure valve settin g 89 89
25 Carry in g cy linder for heatin g and start heatin g 396 104
26 Heatin g of Die 2580 2580
27 Pourin g of material 840 840
28 1st Piece 180 180
12907
10262 Sec
29 Total Sec
215 Mins 171 Mins

Situational Analysis
After examine the video, it’s understood that, the setup time was 215 Mins which includes various external and
internal activities. The detail has been shown in above in table. The die set up was traditionally practiced with no
SMED culture with the workers. There is no synchronization of the activities of the operator and helper. They/
team (supervisor, operator and helper) were not aware the importance and method of of Quick Changeover
activities. Some observations of the units were as follows:
Observations
i. Retrieval time for tools was high.
ii. There is no common riser attachment.
iii. Fastening and unfastening time was very high.
iv. Random clamps are used for die locking.
v. No parallel operations between helper and operator.

Improvement Plan
A. Define the operator’s and helper’s activities parallelly
B. Material handling equipment for die handling to be upgraded
C. Availability of all Tools proximity to the machines during changeover/ dedicated tool kit for each machine
D. Standard clamp is used for die locking
E. Availability of Dies in minimum possible distance from the machine
F. Convert some internal activities into external activities

Standardization of the activities

A. Define responsibility of operator and helper during setup and Flow of these parallel activities are visually
displayed.
B. All Dies are arranged with identification near the machines.
C. Suggestion for standard size and dimension of Clamps.

Phase wise & unit wise achievement

A. Set uptime reduces 45 minutes in a changeover.
Existing V/S Proposed Changeover.
250
200
Mins

150
mm

100
50
Time

Before After
Study Study
■ Time in
171.0333
Mims.
B. Productive time increase 45 minutes per
shift.
Opportunity benefits
(monetary) accrued/ expected
from this project = 45 X 5 X 10
= Rs. 2250 per month, and

Note: The standard opportunity cost estimated by the organization towards the cost of Pressure Die Casting is
approximately Rs. 300 per hr. i.e. Rs. 5/- per minute.

Expected changeover in a month is 10 Nos.

There is next step of improvement also on progress by internal manpower when their understanding and skills in these areas will
improve, it will further reduce the Changeovers times to within 10 minutes.
Project Name: Setup of Die in M/C PP-02
Introduction to the Project
Reduction in Changeover Time literally, changing a die for a Press or Forming Machine in minimum time i.e.
Reduction in Time taken between the last piece of previous lot and first piece after setup. Before starting this
project in a setup of Die in M/C PP-02 (Part No. 275160102902 to Part No. 284647500103) is taken 23 minutes.
Due to this high setup time productive time becomes less in a shift.

Process description & Measurement Plan

In Sheet Metal Industries during their stamping operations different type of Dies /Stamps are used, which are to
be changed according to Product or Operations i.e. When Product /Operations being changed then Dies / Stamps
will also be changed.
We take a Video recording of this Changeover activity for Examine, Measurement and Analysis.

Before SMED
External Time
Internal activities Time (sec)
activities (sec)
1. De-clamping 107
2. Pull out Die from m/c 52
3. Holder Unfastening 152
4. Carrying overhead crane near m/c 98
5. Previous Die to Die Rack 257 No
external
6. New Die to M/C 110 activitie
7. Die adjustment & Holder fastening 110 s before
project
8. Die Clamping 196
9. Lead screw setting 147
10. First Pcs approval and some adjustment 268
1387 Sec or
TOTAL
23 mins

Situational Analysis
After critically examine the video, team understood that the setup time was 1387 Sec or/ 23 Mins which
includes, only various internal activities. The detail has been shown in above in table. The die set up was
traditionally practiced with no SMED culture with the workers. There is no synchronization of the activities of
the Operator and helper. They (Supervisor, Operator and Helper) were not aware of Quick Changeover practices.
Few observations are as follows;

Observations
i. Retrieval time for Dies & tools was high
ii. There is no common riser attachment
iii. No tool or Trolly box near the m/c’s
iv. Random clamps are used for die locking
v. No parallel operations between helper and operator

Improvement Plan
Sr.
Improvement Plan Initiatives Remarks
No.
Die arranged at minimum possible
Retrieval time for Dies & tools
1 distance with ID’s. See Fig:
was high
Tool BPX is made
Die Clamping and De-clamping
2 Standard size of clamps is used.
time is very high.
No parallel operations between Define the operator’s and helper’s
3
helper and operator. activities synchronously.
 4. No activities external activities Convert some internal activities See Table:
i.e. when machine run. into external activities.

Fig: Dedicated Tool Box Fig: Die stacking with ID’s and Colour coding

Table: Comparison of Before/After activities of changeover

BEFORE SMED AFTER SMED
Time (Sec) After
External Afte
Tim External Tim (Elimination Before
Internal Internal Activities r
e Activitie e /Simplification)
Activities Activities
(Sec) s (Sec)
Before E/S After Time (SEC)

No 4.
External Carrying
1. De- 1. De-
clamping
107 Activities clamping
107 S 91 overhead 98 40
Before crane
Project near m/c
2. Pull out 2. Pull out 6. New
Die from 52 Die from 52 S 52 Die to 110 67
m/c m/c M/C
208 138
3. Holder 3. Holder Sec Sec or
152 152 S 133 Total
Unfastening Unfastening or 3.5 2
mints. mints.
4. Carrying
5. Previous
overhead
98 Die to Die 257 E/S 64
crane near
Rack
m/c
7. Die
5. Previous
adjustment
Die to Die 257 110 S 87
& Holder
Rack
fastening
6. New Die 8. Die
110 196 S 122
to M/C Clamping
7. Die
9. Lead
adjustment
110 screw 147 S 44
& Holder
setting
fastening
10. First Pcs
8. Die approval
196 268 41
Clamping and some
adjustment
634
9. Lead 1289Sec Sec
screw 147 Total or or
setting 21 mins 11
mins
10. First Pcs 268
approval
and some
adjustment
1387
Sec
Total or
23
mins

Phase wise & unit wise Achievement

A. Set uptime reduces from 23 minutes to 11 i.e. 12 minutes in a changeover.
B. Productive time increase 24 (12 x 2) minutes per day.
Die Changeover Time

25
20
15
10

Accrued opportunity benefits

(Monetary) per Month = (A) x Die Changeover Time
(B) x (C) = 24x 1 x 26 = Rs. ■ Before
624 per changeover. Implementatio 23
If, lOOnos. of changeover per
month = Approx. 0.62 Lakhs After
per month, Yearly Impact of Implementatio 11
7-8 Lakhs.

Time
(Min
Note: Indirect benefits
(A) – Increased Productive Time per Day (Mins).
(B) – Avg. per Minute Conversion Cost (Rs.).
(C) – Working days in a Month (No’s)

There is next step of improvement also on progress by internal manpower when their understanding and skills in these areas will
improve, it will further reduce the Changeovers times to within 6 minutes.
7.19 POKA-YOKE
Poka-yoke ( ポ カ ヨケ ) is a Japanese term that means ‘mistake-proofing’ or ‘unintentional error prevention’.
A poka-yoke is a mechanism or a process that helps to prevent or avoid (yokeru) mistakes (poka) occurs by any
operator.
During the working in stations, many mistakes happened which human mind might not find or correct
immediately or in an unusual happening in stressed circumstances; implementation of poka-yoke mechanism
prevents these mistakes. It may be automatic or situation generated, which alarms or signals the operators to be
avoid or aware in the moment. Today mistake proofing system saves many lives from prevention accidents and
human loss. Various losses also recovered and saved from this technique. Common alarm of smoke, fire, hand
protection guard in the m/cs, overflowing of waters & chemicals, overloading etc., are common example of
poka-yoke in industry, homes and hospitals. Today more innovations in electronics industry, the more preventive
mechanism is discovered and installed in stations of public utilities and work places.

Dr. Shigeo Shingo, originally developed the mistake-proofing idea by comprehending its value as an effective
quality control technique to formalize its use in Japanese manufacturing, mainly in Toyota as the poka-yoke
system. Today, this concept is in wide use in outside of Japan. Toyota Motor Corporation, whose production
system Shingo helped to design, averages twelve poka-yoke devices per machine in their manufacturing plants,
thus validating the concept as beneficial to the present industry. It was originally described as baka-yoke, but as
this means "fool-proofing" (or "idiot-proofing") the name was changed to the milder poka-yoke, i.e., "error
avoidance." More broadly, the term can refer to any behavior-shaping constraint designed into a process to
prevent incorrect operation by the operators.

Poka-yoke is primarily as mistake-proofing, goof-proofing, and foolproof working methods in the factory, to
solve the repetitive tasks that rely on human memory or watchfulness or alertness during the continuous
involved work and guard against any lapses could not happen. It can be seen as one of the three common
components of ‘zero-defect quality control’ performed by Japanese companies.
Zero Defects, an important concept to maintain customer satisfaction & loyalty and long-term association. Long
term gain on cost and volume of business, eliminating process wastes, such as defects, through implementation
of Poka-yoke efforts, results in more repeatable and reproducible processes. In this way processes become more
efficient and be more cost effective.

Mistake Proof or Poka Yoke is also a process, which maybe not noticing that an error is made or a machine is not
functioning, does not make a person stupid or foolish. Not noticing that Manpower are called for a Work, but the
M/c is Fault or the Truck are not reached or scheduled or not matched make a supervisor or Production
Management persons stupid or foolish.

7.19.1 Common Causes of variation and defects are;

1. Human mistakes
2. Poor procedures or standards
3. Occurs from Machines
4. Non-conforming material
5. Damaged tools
6. Poor process design etc.
Some examples of Poka-Yoke devices are;
Attached gas cap
Gas pump nozzle
Polarized electrical plug and socket
Disc brake pad warning noise

7.19.2 Ten Types of Human Mistakes

1) Misunderstanding
 2) Lack of experience
3) Forgetfulness
4) Wrong identification
5) Deliberate, overlooking rules or practice
6) Unintentional or sloppiness
7) Being slow
8) Lack of standardization
9) Surprise i.e. unexpected machine operation, etc.
10) Premeditated, it may be sabotage

7.19.3 Poka-yoke, a Systems governed process

Two Poka-Yoke system approaches are utilized in manufacturing which lead to successful quality:

1. Control Approach
Shuts down the process when an error occurs. Keeps the ‘suspect’ part in place when an operation is
incomplete. Takes human element out of the equation; does not depend on an operator or assembler. It has a high
capability of achieving zero defects. Machine stops when an irregularity is detected.

2. Warning Approach
Signals that leads the operator to stop the process and correct the problem. Sometimes an automatic shut off
system is not an option. A warning or alarm system could be used to get an operator’s attention. Lift is an
example of an alarm system using dials, lights and sounds to bring attention to the problem. Color coding is also
an effective non automatic option.

There are three types poka-yoke systems that can be used to fail-safe the server: task poka-yokes,
treatment poka-yokes, and tangible poka-yokes. It contributes the following areas;
Lower costs of safety and accidents
Elimination of mistakes and errors and improved quality
Reduction in human deployment cost for prevention of mistakes
Enhance the production flexibility
More operators’ involvement in critical work and attitudes
Decreased in production times with improved production capacity
Simplified and improved techniques of working
Increased safety and security of human life

Service Industry Application

Poka-yoke could be applied in service-based organizations. In the summarized paper "Using Poka-Yoke
Concepts to Improve a Military Retail Supply System," which was printed in Production and Inventory
Management Journal, it is mentioned that while in manufacturing, it is typically and most considers errors made
during the production.
But in-service industries might consider errors from both the service provider (server) and the customer.
Moreover, in service organization’s interface occurs in various ways to transfer a service to the customers.
Because of the possibility that service errors can be created by both the customer and the server, service poka-
yokes are grouped into two categories: fail-safe service providers and fail-safe the customer. Probability of
quality of services will increase through application poka-yoke in service industry through IT techniques,
making parameters and check points of services for corrected and on time services.

7.19.4 Some common device used in poka-yoke systems

These are common equipment/ devices used in industry for alertness, mistake prevention.
1. Guide pin
2. Blinking light and Alarms
3. Limit switches
4. Proximity switches or sensors
 1. Guide pin: Guide pin used as a means of correctly aligning one component of a two-part system with the
other. It often used as a means of ensuring the accuracy with which machined parts are loaded / tacked on
top of one another. The pin may actually come in the form of a bolt with a tapering end or even in the shape
of a bullet with the corresponding piece, containing metal or plasticized eyelets / grommets at every contact
point. The eyelets would allow the guide pins to infiltrate the secondary component in order to ensure the
accurate configuration of the two parts being put together.

2. Blinking light and alarm: it is a modular design with strong housing for all indoor and outdoor applications
in tough conditions wherever machine status needs to be displayed and warning signals given.

3. Limit Switch: A limit switch is an electromechanical device that consists of an actuator mechanically
linked with a set of contacts. When any object comes into contact with the actuator, the device operates the
contacts to make or break an electrical connection. Limit switches are used in a different type of
applications and environments because of their ruggedness, ease of installation, and reliability of operation.
Limit Switch can determine the presence / absence, passing, positioning, and end of travel of an object.
Limit switch were first used to define the limit of travel of an object; hence the name ‘Limit Switch’.

4. Sensor: A sensor is a transducer whose purpose is to sense (that is, to detect) some characteristic of its
environs. It detects events or changes in quantities and provides a corresponding output, generally as an
electrical or optical signal; for example, a thermocouple converts temperature to an output voltage. In
industry a mercury-in-glass thermometer is also considered a sensor;

Sensing devise are traditionally used in poka-yoke:

ii. Physical contact device
iii. Energy sensing device
Photo electric sensor, the transmitter and receiver of the thru-beam sensor and housed in different cases that are
separated from each other the Emitter (E) Transmits directly to the receiver (R). If object (O) interrupt the light
beam, the receiver voltage drops and the switching function is initiated. The thru-beam sensor is used to monitor
production and packing lines to measure full state in transparent container or as a safety measure for door and
hazardous area (unchanged version).

7.19.5 Types of Poka-Yokes

Server Poka-Yokes
There are various types poka-yoke applies in the systems that could be applied to fail-safe the server such as task
poka-yokes, treatment poka-yokes & tangible poka-yokes and others are also mentioned herewith. These are
developed as per the protection or barriers for making mistakes through preparation, changes and generate a
procedure not for repeating mistakes.
Task or control oriented Poka-Yokes
Task poka-yokes focus on server or service providers’ tasks and common mistakes that make while performing
the services to their customers. This takes the control out of the hands of the cash register operator, eliminating
errors and speeding up the processing of customers.

Treatment Poka-Yokes
Treatment poka-yokes focus on the social interaction between the customer and the service provider i.e. through
eye contact, greeting etc. By mistake-proofing or standardizing what servers say and do to customers, managers
can reasonably ensure that customers receive proper, fair and consistent treatment. It can designate like human
behavioral point also.

Tangible Poka-Yokes
Tangible poka-yokes attempt to improve the tangible, physical impression and experience for the customer in
addition to the direct task of the server like dirty office, disheveled server, sloppy documents. In Motorola, a
control-oriented poka-yoke used in the legal department by having a second lawyer inspect all legal work for
spelling, presentation, and arithmetic. In this way, the legal department is ensuring that the "tangibles" of the
service are satisfactory in addition to the task of the service i.e. legal work.

Customer Poka-Yokes
Fail-safe for the customers through, consists of three of poka-yoke systems: preparation poka-yokes, encounter
poka-yokes, and resolution poka-yokes. From the Expert specific description, following are the details of
customer Poka Yoke;

Preparation Poka-Yokes
Preparation poka-yokes attempt to fully prepare the customer before they even enter the service. An example of
a warning-oriented, preparation poka-yoke is the notice, that a university sends to each student prior to
registration for the next semester detailing the courses he needs to finish his degree. This system could be
converted to a control system by having an automated registration process which would not allow students to
sign up for classes out of sequence or until all prerequisites are met.

Encounter Poka-Yokes
Encounter poka-yokes attempt to fail-safe a customer at a service who may misunderstand, ignore, or forget the
nature of the service or their role in it. A good example of a control-oriented, encounter poka-yoke is the use of
concrete curbing at an oil & lube shop that directs customers, so that they do not/ cannot pull the wrong way into
the station. This system also assists in the selection process so that customers are not served out of order.

Resolution Poka-Yokes
Resolution poka-yokes attempt to remind customers of the value of their input to the continuous improvement of
a service. A hotel which uses an automated check-out system through the television in each room could attach a
few questions to the check-out process to ensure the customer provides feedback on key issues. This would be a
control-oriented resolution poka-yoke. Obviously, one of the keys to the success of any customer-oriented poka-
yoke is to obtain willing customer participation.
7.19.6 Barriers to Implementation and Recommendations of Poka Yoke
Patel, Dale and Shaw note that there are a number of barriers a firm might face when implementing poka-yoke
devices within their system. These are as follows;
i) Difficulty in accepting change
ii) Justification of the investment
iii) Using inappropriate and ineffective methods
iv) Time requirements
v) Difficulty encountered as a result of continuous process

Stewart and Grout, in an article entitled "The Human Side of Mistake-Proofing," make the following
recommendations for the implementation of poka-yoke devices:
The outcome of the process or routine must be known in advance so as to have a standard for comparison.
Following are Stewart and Grout version on poka yoke.
1. The process must be stable, i.e., outcomes are not changing
2. There must be an ability to create a break between cause and effect in the process so as to provide an opportunity to insert a poka-yoke
3. Surroundings requiring substantial operator skill are prime locations for poka-yoke devices
4. Settings where training or turnover cost is high are prime locations for poka-yoke devices
5. Settings with frequent interruptions and distractions are prime locations for poka-yoke devices
6. Environments with a consistent set of mixed products are prime locations for poka-yoke devices
7. The beginning of any process where there are multiple other possible processes that could be initiated are a prime location for poka-yoke
devices
8. Locations in the process with similarly positioned or configured parts, controls or tools are prime locations for poka-yoke devices
9. Any point in the process requiring replacement or orientation of parts in order to prevent mispositioning is a prime location for poka-yoke
devices
10. Any point in the process where adjustments are made for machine or process setups is a prime location for poka-yoke devices.

Poka-yoke is based on prediction, detection and prevention. That is, recognizing that a defect is about to occur or
recognizing that a defect has occurred. Thus, there are two basic types of poka-yoke systems, which are
mentioned earlier. The control poka-yoke does not allow a process to begin or continue after an error has
occurred. It takes the response to a specific type of error out of the hands of the operator. For example, a fixture
on a machine may be equipped with a sensing device that will not allow the process to continue unless the part is
properly inserted.

A second type of poka-yoke provides some type of warning when an error occurs. This does not prevent the
error, but immediately stops the process when an error is detected. This type of poka-yoke is useful for mass
production environments with rapid processing as the device prevents mass production of scrapped material. In
the situations where large losses of time or resources do not acceptable or give expected result, a warning poka-
yoke is warranted. All that is needed is a way to ensure that the error is investigated and corrected in a timely
manner. These could be described as control and warning approach.

Poka-yokes can be as simple as a steel pin on a fixture that keeps incorrectly placed parts from fitting properly,
or they can be as complex as a fuzzy logic, in neural network used to automatically detect tool breakage and
immediately stop the machine. Surprisingly, the simple low-cost devices tend to be in the majority. Regardless of
degree of simplicity, all poka-yokes fall into one of three categories, as described by experts: contact methods,
fixed-value methods, and motion-step methods. Each is briefly discussed below.

Contact Methods
Contact methods are based on some type of sensing device which detects abnormalities in the product's shape or
dimension and responds accordingly. Interference pins, notches with matching locator pins, limit switches and
proximity switches are sometimes used to ensure that a part is positioned correctly before work occurs.
Asymmetric parts with matching work fixtures can also alleviate incorrect positioning. If orientation is not
critical, symmetrical designs can then be used to prevent defects.

Contact methods are useful in situations which encourage mistakes. Such situations involve rapid repetition,
infrequent production, or environmental problems such as poor lighting, high or low heat, excess humidity, dust,
noise, or anything which distracts a worker. Paul Dvorak, in "Poka-Yoke Designs Make Assemblies Mistake
proof," an article appearing in ‘Machine Design’, recommends that the maintenance engineer investigate at least
four areas for potential problems that require contact method solutions:
i) Look for where the product will fail if parts are assembled incorrectly
ii) Look for small features critical to proper assembly
iii) Beware of relying on subtle differences to determine top from bottom or front from back, especially if
the parts are painted dark colors
iv) Beware of designs so complicated that they confuse inexperienced operators.

Fixed-Value Methods
Fixed-value methods are used in processes where the same activity is repeated several times, such as tightening
of bolts. This method frequently involves very simple techniques, such as methods that allow operators to easily
track how often this activity has been performed. Dvorak gives the example of an operator who is responsible for
tightening down six bolts on a product. Before passing the product on, the tightening process is performed a
fixed number of times (may be six).
A simple poka-yoke device would incorporate the use of a wrench dipped in diluted paint. Since untightened
bolts will not have paint on them, the operator can easily see if operators have performed the process the
required number of times. A second example (from Dvorak) would be the use of packaged material in the exact
(fixed) quantities needed to complete the process. If the bolts were stored in containers of six, the operator could
easily see when the process was still incomplete as the box would still contain one or more bolts.

Motion-Step Method
The motion-step method is useful for processes requiring several different activities performed in sequence by a
single operator. This is similar to the fixed-value situation in that the operator is responsible for multiple
activities but instead of performing the same activity multiple times the operator performs different activities.
First, each step in the process is identified by the specific motions needed to complete it.
Table No. 61: Examples of Poka-Yokes, as per expert description
Poka Yokes Contact Type Warning Type
A device on a drill counts the number of holes
A steel pin on a fixture keeps
Contact drilled in a work piece; a buzzer sounds if the
incorrectly placed parts from
Method work piece is removed before the correct number
fitting properly.
of holes have been drilled.
Light sensors determine if
each crayon is present in
Fixed-value Bolts are tightened with a wrench dipped in paint.
each box; if a crayon is
Type Bolts with no paint on them are still untightened.
missing, the machines will
stop automatically.
A simple proximity switch A device detects when each component is
Motion- opens after all components removed from a dispenser; if a component is not
Step
are loaded in the proper removed, the device alerts the assembler before
Method
order. he can move on to another unit.
Then devices are created to detect whether each motion is performed and then alert the operator when a step is
skipped. An assembly process could utilize a device that senses when all required components are present at the
start of the process for each unit. The devices could then detect when each component is removed from its
dispenser, if a component is not removed, the sensing device alerts the assembler before operator can move on to
another unit.
 Self-Checks
Poka-yoke devices, as described by experts, which provides the fastest possible feedback about defects and allow
workers to assess the quality of their own work are referred to as self-checks. Self-checks can be used to allow
workers to rapidly identify slips or work errors such as incomplete or omitted operations and to verify the
existence or absence of an attribute. For example, at Brigham and Women's Hospital, a computer system is used
to check and process doctors' prescriptions.
Sample Examples: A number of "real world" applications are presented in the business and engineering
literature, by the expert. Below is a list of examples of poka-yoke applications. James R. Evans and William M.
Lindsay presented, these examples in their book ‘The Management and Control of Quality’:
Color-coding a wiring template to assist the worker
Installing a device on a drill to count the number of holes drilled in a work piece; a buzzer sounds if the
work piece is removed before the correct number of holes has been drilled.
Cassette covers were frequently scratched when the screwdriver slipped out of the screw slot and slid
against the plastic covers. The screw design was changed to prevent the screwdriver from slipping.
A metal roller is used to laminate two surfaces bonded with hot melted glue. The glue tended to stick to the
roller and cause defects in the laminate surface. An investigation showed that if the roller were dampened
the glue would not stick. A secondary roller was added to dampen the steel roller during the process,
preventing the glue from sticking.
One production step at Motorola involves putting alphabetic characters on a keyboard, then checking to
make sure each key is placed correctly. A group of workers designed a clear template with the letters
positioned slightly off center. By holding the template over the keyboard, assemblers can quickly spot
mistakes.

7.19.7 Poke Yoke Case Study:

a
I >
■'wSK
<3.
1) Problem / Present status: Over-flowing of the materials in
the feeder hopper, filling though screw feeder. It makes wastage of the materials, shop floor dirtiness,
abrogation in work.
2) Machine: Sanko (Sachet Machine)
3) Analysis: Why 1 - Manual controlling of screw feeder as per Sanko hopper level.
4) Solution: Screw feeder was intermittently start & stopped as per the level of powder inside the machine
hopper. Chances of weight variation at low level.
Hopper Sanko
(Sachet Machine)
5) Poka yoke theme: Warning approach though Synchronization of Screw feeder with Sanko
machine.
6) Idea: Install one Capacitive sensor to monitor the hopper level in Sanko machine & operate the screw feeder
accordingly.
7) Counter measure: One capacitive Sensor with 24 V DC power supply installed on Sanko machine to give
operation command to screw feeder.
8) Result: Installation of Sensor mounted at hopper top position.
9) Benefit: Shop of overflowing of materials and reduction in waste of finished material for packing.
 SME Corner

Entire Lean Techniques are very much important to implement in SMEs, After Time study, Lean is
most essential techniques to improve profit of the organization. SMEs must start the Lean
implementation from beginning of the plant. All techniques are described above with a sample
implementation based on problems.
Some essential Techniques are inevitable for SMEs like 5S, Kaizen, SMED - mostly in engineering
industries for Prevention of mistakes.

Lean could be start from the following steps;

1) Strategic and managerial decision on Lean application
2) internal training for the manpower
3) Teams for implementations
4) Use of Formats, check points. Audit sheet
5) Orientation in the plant
6) Section-wise implementation of Lean Techniques
7) Base the Lean for customers
8) Develop the Pull and Kanban system
9) Start recoding the Value additions through Lean
10) Install the Plant Visual Boards
11) Encourage all employees on Lean as a daily activity and include in job description
12) Visualize the plant to achieve the world standard
13) Connect the Plant with customers
14) Don’t deviate from Lean principles
15) Define and identify the priority areas
16) Make plant and manpower for making least mistakes

It is the most effective management philosophy of the plant, which provides confident to present
the product and plant in front of customers, win in competition with commitment. Owners required
to be determined to be personally involve in Lean journey. It is the unique techniques for business
expansion with quality and productivity.
Self-assessment questions

i) What is importance of Lean Manufacturing?

ii) What are the Types of waste in the plant?
iii) What are the Five Principles of Lean Manufacturing?
iv) Why Lean techniques helps organization?
v) What is the Process of Lean Implementation?

vi) Why 5S is important in workplace improvement?

vii) What are the benefits of 5S and objectives of 5S Implementation?
viii) What is steps Implementation of 6S?

ix) What is Kaizen?

x) What are the fundamentals of improvements and Elements of Kaizen?
xi) What are the 4 Types of Kaizen and 4 main kaizen principles?
xii) Which are important approaches of Kaizen?
xiii) What are the most used in Kaizen Tools?
xiv) What is Kobetsu-Kaizen?
xv) What is Dandori Kaizen?

xvi) What are Basics of SMED techniques?

xvii) What is the Internal and External Set-up times?
xviii) What are Steps of SMED?

xix) What are the common cause variation and defects?

xx) Which are the Ten Types of Human Mistakes?
xxi) Which are the common devices used in poka-yoke systems?
xxii) What are the types of Poka-Yokes?
xxiii) What are the barriers to implementation and recommendations of Poka Yoke?
 Chapter - VIII
QUALITY
AND
TOTAL QUALITY MANAGEMENT
8.1 INTRODUCTION
The International organization standardization definition of “Quality” is “The Degree to which a set of inherent
characteristics fulfils requirements”.
Quality is the essence of every living and non-living beings in the world. It determines how it could be useful to
us. Quality guru defines it as fitness of purpose.
Quality is the most important segment in industry both in manufacturing & service aims at business success,
customers’ loyalty, reliable product & services, market reputation, reduction in rejection and losses due to
defects. Zero defect should be the target in the quality journey in an organization. In many industries no defects
are accepted and it is dangerous, like in aviation, space, defense and surgical equipment etc.

Quality and total quality is the backbone of an organization, which shows preparedness of an organization for
their customers through people, products and processes. Total quality is the extended approach and dimension of
quality which shouts for quality for all corners, functions, operations, persons – directly or indirectly attached, in
all items and thought process.
When an organization is in loss, disarray, unfocussed, unmoving, stopped growth and at the point of devastation,
only thinking on Quality, journey for total quality and drive for quality aiming at customers, saves organization.
Management of quality through unity, action, output, communication and trust for organization and customers is
the fundamentals of Total Quality Management (TQM).

Skills, competency and innovation in the work, are basics of human quality. These qualities are important for the
products and services with the target of zero faults, process with quality standards, organization with established
compliance rules, makes the business in success, and TQM approaches makes it possible to improve
organization efficiency. Quality enables the business confidence to encounter customer challenges with internal
strength and determination.

About International Quality for Standardization

The International Organization for Standardization (ISO) is an international standard-setting body composed of
representatives from various national standards organizations. ISO makes standards and guidelines for variety of
businesses, purposes and publishes technical reports.

ISO are criteria or rules set up for organizations that helps to regulate the compliance across the national
borders. These rules make it easier to conduct business on a level playing field and also allow more collaboration
by overcoming local or regional constraints.

ISO definition on quality: "The totality of features and characteristics of a product or service that bear on its
ability to satisfy stated or implied needs". As per ASQ (American Society for Quality is a global community of
people passionate about quality), Quality standards are defined as documents that provide requirements,
specifications, guidelines, or characteristics that can be used consistently to ensure that materials, products,
processes, and services are fit for their purpose.
It clarifies defined standards and requirements, that makes easier for companies to meet what their consumers
consider ‘quality’ and they improve the overall vision of what the company should work toward right direction,
where quality management systems come into play.

Intrinsic meaning of Quality

Meet the customers demand and satisfaction, may be stated or implied
It is totality of a product and service
Quality should maintain specified standard and its conformance
It should adherence to specified time limit
Cost of quality, affordable and customer oriented

8.2 Importance of the Quality

1. Quality for product and indicates the system efficiency
2. Business effectiveness
 3. Satisfaction for all internal and external customers
4. Improvement and growth
5. For design the policy and strategy
6. Appeal customers, with confidence and reliability

8.3 Dimensions of Quality

1. Quality for customers
2. Quality improves products & services with productivity
3. System and organization quality
4. Manpower quality

Quality for
Customer
s

Manpower Qualityfor
Products
Quality of and
Quality Services

System
and
Organizatio
n Quality

8.4 Industry perspective of

Quality
1. Improvement – Continuous or Continual
2. Sustainable growth in business
3. Dependence and satisfaction aimed at customers
4. Measurable aspects
5. Continuous journey
6. Every body’s involvement in quality

Quality as per MSME outlook

Figure 79: Dimensions of Quality
1. Products & services - for Customer –
small, large or limited
2. Process – limited or customized or demand specific
3. Inputs – time, effort, raw materials, innovation, skilled, semi-skilled or unskilled with optimum use
4. Technology and techniques – mostly labour oriented, with limited techniques
5. Output – qualitative and conformed
6. Advantages – comparatively less cost in production

8.6 Types of Quality

In Customer Quality, it features that customers expects.
Engineered Quality is related to the customer’s problem which they never expect or accept.

Customer Quality are related to product features, colours, functions, aesthetics, design, availability, performance,
serviceability etc. It is important for better market assess, market size and business extension. Price is one of the
challenges for customers and market assess. QFD (quality function deployment) is one technique used for
customer’s quality through market survey and analyze through QFDs.
Engineered Quality is related to failures, defects, unacceptable features in the products like noise, vibration,
unsafe, lest problems etc., which is related to low cost of the product and create satisfaction through best
manufacturing techniques.

TYPES OF QUALITY
1
Internal Quality External Customer Engineered
Quality Quality Quality

Online Quality Off Line Quality

Figure 80: Types of Quality

Concept of Internal quality is connected with generation of engineered quality in the plant by various points of
checking or inspection. Quality assurance in the plant ensures through online by immediate workmen or
operators and offline for sample lab testing and other method. There are various types of quality improvement
techniques used in the industry. The detailed of these areas are described in this chapter for better understanding
of quality and reduction in defects.

Online are based on internal inspection and testing of the products. External quality is mostly for the outsourced
products of items like semi-finished, raw materials etc., and may be customer’s quality from return, transport
losses etc.

History of quality improvement starts from inspection to at present assurance to total quality.
Quality Control Total Quality
Inspection of (SPC a n d other Quality Assurance Management
Materials a n d TechnicalTools, (System Driven (Involvement a n d
Outputs Focusingon f o r Quality Commitment all
Improvement)
Customers) People)

Figure 81: Progress of the quality to total quality

Different perceptions on Quality and tools are propounded by various quality gurus, which are as follows;
Table No. 62: Quality Tools invented by quality gurus
Name Concept Developed Techniques
Juran Trilogy QP, QC and QI
Crosby Zero Defect Conformance of Requirement,
Prevention of Non-Conformance
Ishikawa Quality Circle Cause-Effect Diagram, SPC
Deming 14 Point of To Improve Quality, Productivity
Management and Competitiveness
Taguchi Robust Design Noise of Business
Shewhart Control Chart Economic Control of Quality of
Manufactured Products
Feigenbaum Company-Wide- Employee and Management
Quality-Control Involvement – Total Quality Control
– TQC
 Ronald Fisher DOE and ANNOVA Design of Experiment and Analysis
of Variance
Shigeo Poka Yoke, Lean Single Minute Exchange of Die
Shingo Production

Cost of quality is actually cost or loss to be incurred due to poor quality and failure on providing non-conformed
quality. If customer received any defective item in quality and return to the producer, the supplier incurred the
total cost of correction, resupply etc., and other intangible losses, which describes below;

TOTAL C O S T OF QUALITY

Cost o f C o n t r o l / Cost o f F a i l u r e / N o n - B C o s t of Lost

Conformance Conformance ■ Opportunities

Prevention A p p r a i s a l Cost Extern a l Bc o s t of E x c e e d i n i

Cost Failure B Requirement

Figure 82: Cost of quality

8.7 About Defects and defectives

An item is called defective when it is not passed the test, not possible in use by the customer, due to
manufacturing problems, failure to give expected result and features etc. A defective piece is place for rejection,
rework or repair. A defective piece may be many faults in its total body, each fault is called defect. In a defective
item may be many defects in many areas. A watch, which is failed in the quality test is a defective watch. It has
many defects in the needle, spring, lever etc. Check points of products are created as per defects in the product.
All the defects are losses which have no value addition from the unit and customer’s end. It increases the loss of
the organization.

8.8 Types of defects as per recovery and use

Rejection: If the defects is not recoverable from repair or rework, products is called as rejected. Most of the
pharmaceutical industry produced defective products are rejected products. If the recovery cost is more than the
new production cost, most of the industry rejects and destroys the faulty products. In mass manufacturing
process where large quantity is produced, per piece inspection becomes more costly to the industry. Lot by lot is
decided on the concept of acceptance and rejection as per the accepted level on the developed standards. In six-
sigma signifies as α and β types risk / errors and for decision for acceptance or rejection of lots as per the
sampling defects.

Rework: Rework is performed on the defective item when some operation or some elements in the operations is
missed out, under processed or incomplete operations and due to human negligence happened during the
manufacturing or production.

Repair: Some defects are reconditioned and conformed with repairing the product. Points of repairing may be
raised from internal checking or from external complaints from customers.

Partial Recovered: Some perishable products return from the market due to expiry date, old stocks which is
partially recovered by some process or unused boxes etc., after conforming the testing procedures.
Secondary and substitute: Some chemical products which do not pass the quality tests are used for any other
products as raw materials, kept as a sample for references, sold in the secondary market as an input or other use
etc.

8.9 Unit of Defect Measurement

PPM: it is Parts per million is one of the measurement units of defects by many industries and also customers. It
is a measurement of quality performance also. One PPM means one defect or event in a million or 1/1,000,000
and as a consequence 1% defects are 10,000 defects or events.
DPMO: Defects per million opportunities is called non-conformance per (in one) million opportunities (NPMO)
is also a quality performance measurement.
It is calculated as, DPMO = 10,00,000 X number of defects/ (Number units x umber of defects opportunities)
OR
= (Total Number of Defects found in Sample / (Sample Size X Number of Defects Opportunities per Unit in the
Sample)) X 1000000
If, total number of defects found is 60, sample size 20 and Number of Defects Opportunities per Unit in the
Sample is 30; DPMO = 10,000

Planning
For
I m p r o v e m en t

Management of S y s t e m Quality
and
Improvement

M a i n t a i n q u a l i t y for Maintain Control in Quality

Improvement

Figure 83: Management of system quality Quality in individual Life

This quality applied by a person in their working life for success, performance and growth.
Control on un-Official activities during work
Produce quality in work
Quality of conduct
Quality of time
In official Activities
Quality of work for the organization
Focused on customers
Time bound completion of the Work
Work with a Target
Plan for next day’s work – before leaving the work

Search of Quality in Working and Daily Life

1. Search for positive attitude to work and people
2. Give quality time to every action and decision
3. Peaceful discussion with peaceful mind in problems and working areas
4. Quality discussion in the meeting and action
5. Education, knowledge and experiences for quality work
6. Quality output/ outcomes in the quality time
7. Mistakes and failure start from one individual to solve by the same individual
8. Ultimately knowledge and experiences lessen the burden, not increases confutation
9. Refresh the mind before vital decisions
 ion

“ Succ
Innovative

8.10 Techniques to Improve Quality

1. FTR / FTA; First Time right or First-time acceptance
2. Quality at one place and should be solved at that place / end
3. Planning and Training on Quality
4. Implementation of 7QC Tools
5. Online and off-line checking
6. Use PDCA Cycle/ circle for overall quality improvement
7. Figure 84: Quality elevation in the plant Through Poka yoke, Mistake Proofing
8. Total Quality Management for organization quality culture
9. Develop sense responsibilities in all employees.

Process of the study and implementation for quality

1. Study and Identify the problems of quality
2. Establish and generate the individual commitment to quality through responsibility
3. Training for quality, data validation, quality monitoring and control system
4. Develop quality check sheets and various levels of quality check points, from production to final dispatch
5. Put the systems and process of checking in the plant
6. Stop work without checking and complete the work with checking
7. Quality correction: FTR – First time right, FTA – First time Acceptance
8. Use quality control Tools and statistical process control with various control charts.

Some basic Japanese techniques on Quality

5S
Seiri, Seiton, Seisou, Seiketsu, Shituke
Arrange, Order, Clean, Neat, Habit

5 MU
Muri, Muda, Mushi, Muchi, Mura
Overstressed, Waste, Ignorance, Untrained, Non-uniform

5 GEN
Genba, Genbutsu, Genjitsu, Genri, Gensoku
On Site, Actual Thing, Reality, Theory, Principal

8.11 QUALITY CIRCLE

History of Quality Circle
Quality Circles (QC) were first seen in the United States in the 1950’s. Circles were developed by Dr. Kaoru
Ishikawa in Japan in the 1960’s, the circles were re-exported to the US in the early 1970’s. in 1980’s brought in
Total Quality Management with a limited use of Quality Circles and it can be a useful tool if used properly, but
for Lean techniques implementation, it depends on Teams may be in the form of QC. Few features of QC are as
follows;
Voluntary groups of employees who work on similar tasks or share an area of responsibility
 They agree to meet on a regular basis to discuss & solve problems related to work
They operate on the principle that employee participation in decision-making and problem-solving
improves the quality of work.
At present, the concept of quality circle used to activate the quality and improvement on it, through collective
and participative effort among employees, for a path towards the solutions of any problems in the workplace.

Process of driving Quality Circles

Use in organized approaches aiming to problem-solving
All members of a circle need to receive training
Members need to be empowered
Members need to have the support of senior management
Group / circle volunteers
Set rules and priorities
Decisions made by consensus
Break down people into teams, may be in 6-8 people
Establish a leader and conduct the circle
Have a brainstorming and problem-solving session to resolve the issue.

Purpose of QC
The important use of QC for an Organization;
Increase productivity
Improve quality
Boost employee morale.

How Quality Circles forms

All members of a Circle need to receive training
Members need to be empowered
Members need to have the support from senior management.

Basic Features of QC
Volunteers
Set rules and priorities
Decisions made by consensus
Use of organized approaches to problem-solving.

Team Exercise
Break down into teams of various implementing groups of people, as per availability nos. in the plant
Establish a leader and control for the Circle
Have a brainstorming and problem-solving session to resolve the issue
Agenda and attendance
The sessions consist and focused on problems.

Problems with Quality Circles

Inadequate Training
Unsure of Purpose
Not truly Voluntary
Lack of Management Interest
Quality Circles are not really empowered to make decisions.
8.12 7QC TOOLS
Seven QC is the basic tools for quality control and also the appropriate techniques to solve the quality problems
in an organization. Some Tools of 7QC is also used for many most used techniques in the industry like Pareto
chart, Fishbone diagrams and control chart.

The first guru who proposed seven basic tools is Dr. Kaoru Ishikawa in 1968, by publishing a book
entitled “Gemba no QC Shuho” that was concerned managing quality through techniques and practices for
Japanese firms. It was intended to be applied for self-study and training for employees by foremen or in QC
reading groups in Japan. It is in this book, that the seven basic quality control tools were first proposed, which is
valuable source when applying the seven basic tools (Omachonu and Ross, 2004).

These seven basic quality control tools, which introduced by Dr. Ishikawa, are: 1) Check sheets; 2) Graphs
(Trend Analysis); 3) Histograms; 4) Pareto charts; 5) Cause-and-effect diagrams; 6) Scatter diagrams; 7) Control
charts. Figure – 85 indicates the categorizations and relationships among these seven tools and their utilizations
for the identification and analysis of improvement of quality (Kerzner, 2009).

Identification Analysis Control

Check Sheet /
Data Tables Scatter
Pareto Analysis
Diagram
Flow Chart Root- cause
Control Chart/
Analysis
Histogram Run Chart

Figure 85: Division of 7QC Tools

Detailed of Seven QC Tools

1. Flow Charts
Flowchart presents a diagrammatic picture that indicates through a series of symbols to describe the sequence of
steps of operations or processes. It is important that a flowchart visualized in a picture including the inputs,
activities, decision points, and outputs for using and understanding easily concerning the overall objective with
flow throughout the products with processes. This chart as a problem-solving tool can apply methodically to
detect and analyze the areas or points of process which may have had potential problems by documenting and
explaining the operations. It enables for any process modification, value stream design and verification of aim in
operations which is useful to improve quality.
 PAPER PLANT STARTING
Process Flow Diagram
OF PULP TJ Tuesday, May 5, 2020
Process Flow C h a r t PULP MILL

CHIPPER M/C

VINNER CHIP
PAD
SCREENING
4
CHIPS
SILO
WASHING

DIGESTER HOUSE

BLOW TANK

KNOTTER

BSW

SCREENING

CHEST & TOWER

BLEACHING Plant

Figure 86: Sample Process Flow Chart

2. Check Sheet
It is a structured method to check, verify and collect quality-related data as a means for assessing a process or as
an input for correction and analyses. The check sheet is a form / document used to collect data in real time at the
location where the data is generated. In check sheet, Data are collected and tabulated on the check sheet to record
the frequency of specific events during a data collection period.

It is prepared as a consistent, effective, and economical approach to be applied in the auditing of quality
assurance for reviewing and to follow the steps in a particular process. Check points in check sheet also help the
user to arrange the data for the utilization later (Montgomery, 2009; Omachonu and Ross, 2004). The main
advantages of check sheets, are to be very easily to apply and understand, and it can make a clear picture of the
situation and condition of the organization. It is one of the oldest but efficient and powerful tools to identify
frequently problems. It doesn’t have effective ability to analyze the quality problem into the workplace, but used
of check sheets are in several, three major types are such as Defect-location check sheets; tally check sheets, and;
defect-cause check sheets.

Table No. 63: Samp le desig n of check sheet with check p oints
Parts Production Details with Name of the QC
Products Name:
Description: Date and Shift: Member:
Sr. Check Points
Sub Prat: 1 Status (√. x) Remark
No. Details

Sub Prat: 2

3. Histogram
Histogram is very useful tool to present and describe in a graphical form in frequency distribution to observed
values of a variable. It plays an important role to describe and understand the properties of data such as spread or
range of the data, and variability of the data. It also describes the symmetry of the data. It is one type of bar chart
that visualizes both attribute and variable data of a product or process, also assists users to show the distribution
of data and the amount of variation within a process.

Histogram describes a comparative value of various units and a measure of central tendency i.e., through mean,
mode and average. Proper design, required properly identify for those working into the operation process can
easily be utilized and understood them. A histogram can be applied to investigate and identify the underlying
distribution of the variable being explored.

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Frequency Distribution, Histogram

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Figure 87: Histogram

4. Pareto Diagram
A Pareto chart is a type of chart that contains both bars and a line graph, where individual values are represented
in descending order by bars, and the cumulative total is represented by the line. This chart introduced by an
Italian economist, named Vilfredo Pareto, who worked with income and other unequal distributions in 19th
century, he noticed that 80% of the wealth was owned by only 20% of the population. Later, Pareto principle was
developed by Juran in 1950s. A Pareto chart is a special type of histogram that can easily be applied to find and
prioritize quality problems, conditions, or their causes of in the organization (Juran and Godfrey, 1998).
Another, it is a type of bar chart that shows the relative importance of variables, prioritized in descending order
from left to right side of the chart. The purpose of the Pareto chart is to highlight the most important among a
typically large set of factors. In quality control, it often represents the most common sources of defects, the
highest occurring type of defect, or the most frequent reasons for customer complaints. It also ranks the
problems or causes.
The purpose of the Pareto chart through the statistical tools, figure out the different kind of nonconformity from
data figures, maintenance data, repair data, parts scrap rates, or other sources. Also, Pareto chart can generate a
mean for investigating concerning quality improvement, and improving efficiency, ‘material waste, energy
conservation, safety issues, cost reductions’, etc., as the below Figure demonstrated concerning Pareto chart, it
can able to improve the production before and after changes (Montgomery, 2009; Kerzner, 2009; Omachonu and
Ross, 2004).

Pareto Chart for R.T4 Machine Defects

5000
1OO
4000
80
3000 CD
D 60 u
2000
40
1OOO 20
O O

C2 1493 912 814 736 328 127

Percent 33.9 20.7 18.5 16.7 7.4 2.9
Cum % 33.9 54.5 73.0 89.7 97.1 100.0
 Pareto Analysis Breakdown Reasons Q I
100.00 ioq-.a,?®.o%
82.33 .4%
80.00 .6% 80.0%
1.9%
60.00 ■8 . 2 % 60.0%

40.00 27.25 40.0%

24.67 22.83 22.17
20.00 20.0%

0.00 0.0%
Sealer Panel Conveyors Meeh Auger Clutch
(Electrical) Folding/Timing

5. Fishbone/ Ishikawa/ Cause and Effect Diagram

Concept of fishbone diagram or Ishikawa diagram is a cause-and-effect diagram that contributes to identify the
reasons for imperfections, variations, defects, or failures. This diagram looks just like a fish's skeleton with the
problem at its head and the causes for the problem feeding into the spine. Kaoru Ishikawa is considered by many
researchers to be the founder and first promoter of the ‘Fishbone’ diagram (or Cause-and-Effect Diagram) for
root cause analysis and the concept of Quality Control (QC) circles. Cause and effect diagram developed by Dr.
Kaoru Ishikawa in 1943. It has also two other names that are Ishikawa diagram and fishbone, because the shape
of the diagram looks like the skeleton of a fish to identify quality problems based on their degree of importance
(Neyestani, 2017).

The cause-effect diagram is a problem-solving tool that identifies the root of the problem, analyzes
systematically all the potential or real causes that result in a single effect. It is an efficient tool that equips the
organization to explore for the possible causes of a problem (Juran and Godfrey, 1998). This diagram can provide
the problem-solving efforts by gathering and organizing the possible causes, reaching a common understanding
of the problem, exposing gaps in existing knowledge, ranking the most probable causes, and studying each
cause” (Omachonu and Ross, 2004). The generic categories of the cause and effect diagram are usually six
elements i.e. causes such as environment/ mother cause, materials, machine, measurement, man, and method, as
indicated in the below Figure. Furthermore, ‘potential causes, can be indicated by arrows entering the main cause
arrow (Neyestani, 2017).
 Allocation of

6. Scatter diagrams
A Scatter (XY) Plot has points that show the relationship between two sets of data. In this example, each dot
shows one person's weight versus may be their height. Scatter diagram is a powerful tool to draw the distribution
of information in two dimensions, which helps to detect and analyze a pattern relationships between two quality
and compliance variables (as an independent variable and a dependent variable), and understanding if there is a
relationship between them, so what kind of the relationship is (Weak or strong and positive or negative).

The Scatter diagram method is the simplest method to study the correlation between two variables wherein the
values for each pair of variables is plotted on a graph in the form of dots thereby obtaining as many points as the
number of observations. Scatter diagrams are very useful in regression modeling (Montgomery, 2009; Oakland,
2003). The scatter diagram can indicate that there is which one of these following correlation between two
variables: a) Positive correlation; b) Negative correlation, and c) No correlation.
Scatter Diagram
2000

1500

1000

500

0
0 2 4 € 8 10 12 14
A Advertisement I in thousand rupees}
* Sales (in thousand rupees!
- - - Linear (Advertisement I in thousand rupees 1>

7. Control Charts
The control chart is a graph used to study how a process changes over time. Data are plotted in time order with a
central line for the average, an upper line for the upper control limit, and a lower line for the lower control limit.

Figure 88: Example of scatter diagram Control chart or Shewhart control

chart was introduced and developed by Walter A. Shewhart in the 1920s at the Bell Telephone Laboratories, and
is likely the most technically sophisticated for quality management (Montgomery, 2009).

Control charts is a special form of ‘run chart that it illustrates the amount and nature of variation in the process
over time’. Also, it can draw and describe what has been happening in the process. Therefore, it is very important
to apply control chart, because it can observe and monitor the process to study process, that is in ‘statistical
control’ in accordant to the samplings or samplings are between UCL and LCL (upper control limit (UCL) and
the lower control limit (LCL)). If the ‘statistical control’ is not between UCL and LCL, so it means the process is
out of control, then control can be applied to find causes of quality problem, as shown in the below Figure that A
point is in control and B point is out of control.
 Moving Range I ndvidual Value

Moving Range I ndividual Value

1000

500
500
500

A point
I -MR
Chart
of

B point
I -MR
Chart
of
Cl
 Run Chart of Travel days upto dispatch

Travel days upto dispatch

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Sample

Num ber o f run s abo u t median : 6 Number o f r i i n s u p or d o w n : 13

Expected number o f runs: 6.9 Expected number o f runs: 9,7
Longestrun aboutmedian : 6 Longest run u p or d o w n : 2
App rox P -Valu e for Clustering : 0.272 Approx P-Value for Trends: 0.985
Approx P -Value for Mixtures: 0.728 Approx P-Value for Osd Hatton : 0.015
 TOTAL QUALITY MANAGEMENT
TQM for business solutions, achieve total quality, manage strategy for people, design internal performance
targets for efficiency, customer satisfaction aiming at better business result.

8.14.1 About TQM

The progress from quality to total quality evolves since it’s initiation in industry, the quality identification
through inspection and then quality improvement, the next this process elevated to quality control and quality
assurance. Total quality is combination both improvement & control of quality with managing them not only
intended to production / manufacturing, but shared & participative responsibilities of all departments. TQM is
also the sustainable version of Quality.

In definition of total quality management (TQM), it describes a management approach to long-term success
through customer satisfaction and internal preparedness for quality. Through TQM effort, all members of an
organization participate in improving processes, products, services and the culture, on which everybody work to
build quality.

Joseph Juran was one of the founders of total quality management, with E Deming. It is originated in the
Japanese industry in year 1954. TQM is managerial approach for long term association with customers with all
employees’ participation for total quality through culture for business success.

The ranges of total quality extend from the entire organization with its employees and stakeholders.
Responsibilities, total participation & involvement, focus on business through focus on customers are the natural
trend TQM Techniques. Now in the new dimensions of TQM, it aims to total business solution through efficiency
with continuous improvement and culture of trustworthy.

In spite of new the business trend i.e. Industry 4.0, TQM is becoming more relevant for its Managerial approach
towards continuous value creation in any Business. It is an approach towards qualitative & quantitative result in
business, better control of business, continuous improvement and culture of sustainability.

In developing countries, the application and implementation of TQM is comparatively less as comparison of
Japanese Industries and other companies in developed Asian countries and America, where its implementation is
realized as an essential in an organization for performance. Various world-wide scholarly articles reflect the
effectiveness of TQM on the quality, productivity, human resources and organizational performance.
Effectiveness of TQM also depends on expertise of the resource person or leader who should have enormous
working experiences in this arena.

Big companies who have implemented TQM, are Ford Motor Company, Phillips Semiconductor, SGL Carbon,
Motorola and Toyota Motor Company etc.

8.14.2 Essential Role of TQM in an Organization

TQM is an employee participative, systematic approach aimed at planning and implementation for sustainable
improvement process in an organizational. The approach is advancing, focused on identifying problems,
exceeding customers’ expectations, building commitment, and promoting an open decision-making.

There are five major aspects of TQM, and each are essential for successful application.
 r
Commitment
and
Understanding of
Employees

Quality
Improvement
Culture

TQM Essential Role Continuous

in Organization Process
Improvement

More Focus on
Customers

Effective Control
1) Commitment and
understanding the concept among employees
Figure 89: TQM Essential Role in Organization
The starting point of TQM is employee
commitment and understanding the Total Quality Management (TQM) policies and make them a fundamental
part of their work by ensuring within the organization. Employees should be communicated about the corporate
goals and comprehend the importance of these goals to the overall success of their organization. Employees need
to realize what is the outcomes and individual benefit like achievement and the target. TQM continues, applies
and extended through the employees.

2) Culture of Quality for progress

For sustainability in quality for customers and organization, culture is essential to develop within the
organization. The organizational culture needs to be rationalized on a continuous basis to encourage employee
improvement in shared cooperation and trust building. Quality culture depends on the following inclusion and
application in the following areas;

Employee quality in work through responsibility and cooperation

Mutual trust and value creation
Understand about customers and own organization
Quality Initiative from organization through employee for customers
Link quality with business challenges and employee participation
Awareness the values, ethics and importance of quality for all improvements
Consciousness of quality in all activities, task and communication.

TQM sustains and progressed through an established, disciplined and accepted rules to follow, which is the
culture of quality. Paradigm change in thinking of employees towards customers, organization and quality
through commitment is fundamental of TQM culture.

3) Continuous Process Improvement

TQM is a continuous process through an ethos. It is not a time limit of a certain project to complete, rather it is a
continuous practice towards value addition. TQM requires constant improvement in all dimensions, related
planning, methods and controls, which should be initiated and established by management. Organize continuous
analysis on process of working, link with customers & market and company business. Result of continuous
improvement and culture of quality improves efficiency of the organization, it is a cost effective in long term
with sustainability.
4) More Focus on Customers
Customers is core purpose for TQM, customers require attention for their products and services and expects
perfect goods without any fault. But organization should do better & over for customer to surpass what the
competitors do for that customer. Focusing on customer requirements, it is significant to long term survival and
essential in order to build relationships with customers. Connect people with customers i.e., customer
requirement with business and on emotion, is essential role under TQM ethos.

In most of the organization, people don’t see or communicate to their customers, then how you satisfy your
customers; TQM create awareness for essentials for customers through values, daily work, completion all tasks
on time and work under well-established system. This important point for management use to motivate
employee for engagement in work.

5) Effective Control
Control have two impacts in TQM, first is essential to monitor and measure the performance of the business and
second to control the application, progress and result of TQM. Develop a measurement system to understand the
state/ level of business at any point of time, and it usually done through a structured MIS (Management
Information System) with all resource information or design organization scorecard. TQM also ensures the
effective control of all the resources, targets and progress as per the planning.

Another essential for TQM, it is flexible with convergence of many techniques and steps. Based on market,
opportunity, challenges, TQM makes organization a strong and adaptable. It makes people, system and process
efficient for customers.

8.14.3 Principles of TQM

To achieve the target of TQM, for which it develops is an integral part of the overall organizational business and
culture with conforming the principles. It emphasizes on study, exploration and understand the customers' needs
and expectations and bring into the line of organization's objectives with customer needs. Communicate with
customers, measure satisfaction, and use the results to find ways is the improvement track. Manage customer
relationships with the TQM principles, which are as follows;

1) Produce quality in work and culture is the first: It is techniques cum culture of an organization also to
focus on customers, process and business by the people and for the people. It is a practice in daily life by
all for purposes of organization and personal life.
2) Always focus on the customers: Do for the customer and it is possible when do some study, research on
demand and understanding on needs and expectations for the customers. Communicate and measure
customers, manage and continue the relationship and balance the customer satisfactions with other
interest such business, employees, stakeholders and suppliers.

3) Employee engagement and Commitment: It is most important part of TQM for employee
communication and awareness about the aspects of TQM values. Empower and values their presence,
understanding, contribution, participation and engagement in their work. Make an environment of
learning opportunity, competencies, experiences and recognitions. Develop QC for expressing ideas,
views, problems & solutions and apply intelligences.
4) Have a systematic strategic approach: The focus on efficiency and effectiveness of the of the
organization on decision and implementation. As per the principle of ISO standard “Identifying,
understanding and managing interrelated processes as a system contributes to the organization’s
effectiveness and efficiency in achieving its objectives”. Make is as strategy for all people’s quality of
Line, supporting functions and secondary functions as part of assurance of quality. Define and make the
improvements, various targets in as objectives for all.
5) Process approaches of Production, Services and Business: Develop various all process in a flow and
assimilate it with value-stream of the products. QC groups for all functions, knowledge group for the
organization, should generate in the organization for solutions of bottlenecks in functional departments
like production, marketing, services, quality, IT; which are direct or indirectly related to customer, process
and business partners.
 6) System Driven and Integrated: Most of the organization in the context of present business constraints
understanding the system approach for all solutions, which horizontal and vertically integrated of
activities and functions. System approach takes long time to develop, but it reflects as an established rule
to be followed by all as a culture of an organization, maybe it technical or human respective. Quality
improvement will be a part of system-oriented progress.
7) Improve continuously and continually: Develop the policies of continual or continuous improvement
with awareness, innovation and training to patriciate by all. It improves knowledge, performance,
engagement and clarity of presence in the organization
8) Develop and Encourage on mutual respect, trust and teamwork: People respects the trust building and
teamwork, which is the mainstay of TQM. People involvement and reduction in employee turnover
depends on this culture of engagement. All large organizations are based on this HR culture and on the
concept of TQM for long-term existence with sustainability.
9) Fact and analyzed based decision making: Collect, analyze the data and information in decision making.
Data should be realistic, reliable and accurate for decision on organization, customers, projects and
processes with valid methods of collection.
10) Effective communication: Establish the formal, informal and official line of communication for clarity
about organization and individual role and responsibilities. Everybody could be informed, understand
about the decision making and progress of the organization. Large organization develops written
communication through HR publication for better understanding and achievement of the employees,
which encouraged then for better performance.

8.14.4 TQM Initiates in an Organization

1) Training on TQM and for various types of organization for their employees
2) Apply essential techniques of TQM in the organization
3) Benchmark studies on requirement and scope
4) Design the phase-wise implementations
5) Implement TQM in entire organization and business
6) Establish the values of quality through culture
7) Department-wise TQM implementation.

The Details of TQM approach and interventions are enclosed herewith;

8.14.5 Reflect the Quality in each activity, decision and planning

Total quality concept fulfils when banner of quality will be carried by all individuals in any organization, maybe
in any kind of it is. How to establish the total quality in human nature and practice, is described in short in
below;
i) Awareness and quality and sense of quality in all activities in all daily life and dealing
ii) Quality should be visible in the organization, not only through product but visible within all individuals
through Trust, personality, encouragement and values
iii) Establish the culture of quality relationship of individual with the organization, customers, various
levels of persons in the organization, guests, leadership and decision making
iv) Quality of courage in dealing and accepting new challenges
v) Quality in thinking and mission of individuals in creativity
vi) Using and spending the quality of time for values
vii) Conscious in self and others to revive quality
viii) Customer should be the first benefiter of your quality
ix) Success, ascending and promotion to be based on quality, competency and value creation
x) Culture of quality to be illuminated through corporate culture.

8.14.6 Re-structure for making more Efficient Organization

Purpose of restructure to make organization flexible, dynamic and result oriented. Following are the purpose of
restructuring under TQM interventions.
 Create quality integrate tne
management Solve critical customers and function of the
customer need
system in t h e management and and focused entire
organization for business problems strategy and organization and
better way to based on TQM objectives of the Continuous
achiev qoa
T roces "
Modification: innovations, Better work
New approach performance,
Reduction in and views in the Creativity and develop trust
Process Delay a.nd existing system People building among
Non- value Participation people
Additions

Business and Make an efficient Employee Creation of New

efficiency,
organization organization and competitiveness Business and
success more competitive Opportunities
and trust-worthy

Develop new Reporting process

measurement and MIS
system

Figure 90: Re-structure for making more Efficient Organization

8.14.7 Benefits of TQM

1) Better Business Results – profit and long-term business through customer satisfaction
2) Assured quality of products and services
3) Organization efficiency and capacity
4) Implementation of problem-solving techniques
5) Better controlling and monitoring
6) Employee focus on quality of own outputs
7) More value addition and utilization of manpower and other inputs
8) Customer driven strategy and develop trust worthy.

8.14.8 Various Aspects of Totality in an organization

TCM: Total Customer Management (Commitment)
TPM: Total Product Management (Quality)
TRM: Total Human Resource (Efficiency / Performance) Management
TOM: Total Organization Management (Leadership)
TPE: Total Process Management (Reengineering)
TSM: Total Skills Management
TPM: Total Performance Management
TBM: Total Business Management
TCM: Total Cultural Management (Trust Building)

TQM Approach
1) It should be an organization-wide approach to continuously delighting customer through relentless and
continuous improvement through product and service excellence.
2) Aims to transform everyone in the organization through progressive changes in attitudes, culture,
structures and system.
3) Focus on radically transformation of business and its performance.
 System
Driven

Involvem
ent
Principles
of TQM

Total
Approach Continuous
from Improveme
Supplierto nt
Customer

Figure 91: Principles of TQM

8.14.9 Process of TQM implementation

1) Analyze at the initial levels of activities of the organization
2) Strategize the clear vision of where and what company want to be in business and brand
3) Make many small numbers of key objectives that the company must achieve to realize its vision
4) Develop the stages of implementation
5) Cascade the key objectives throughout the entire organization, so that everyone knows how to perform and
behave to help company to achieve the vision
6) System of thinking on innovation, process management emphasize for maximizing the value the customers
7) Understand how each process add value to the customer in micro level connectivity with thinking
8) Team-based approach: involving employees with new skills, understanding of company’s strategy and
goal, as well as competition.
9) Share, reward and horizontally replicate the improvements.

TEAM TRAINING TECHNIQUES TOTAL QUALITY

Figure 92: Flow of TQM

8.14.10 TQM Implementation Methodology

Process of Modification according the types of organization: Service or Manufacturing

1) Understand about the organization on existing output, manpower, skills, training and system with the
structured formats
2) Existing flow of operational activities, departmental activities and critical areas, functional areas,
department levels etc.
3) Core group formation and planning in the areas of techniques and process of TQM implementation
4) Training: Creating and building competent people on quality and responsibility with mutual trust; how to
focus on customers, reflect quality in daily working, value engineering and reduction in process loss
5) Teams: Develop Department-wise QC Teams with Action Plan (PDCA Cycle) on implementing areas
6) Cultural Initiatives and design TQM Framework Templates
7) People Involvement on Problem solving
8) Connect the organization performance with people performance: on time completion of commitment to
customers
9) New Technical Interventions: Accordingly, the level and types of organization, in technology and
techniques
10) Department’s objectives and department-wise quality policy/ mission
11) Increase in Manpower Involvement and Reliability
12) Modifications of Process Flow, it required
13) New IT Interventions and journey towards Industry 4.0
14) For Manufacturing sector reduction in defects and 8 types of wastages
15) Internal Innovation, Research and Knowledge Management Groups
16) Connect Business Performance with People Performance: Departmental and organization scorecard:
performance reward
17) May be International Benchmark on same organizations in the industry
18) Continuous work on the Future Road Map.
TQM Implementation Methodology
Process will be Modified According the Types of Organization: Service and Manufacturing

Is jiccraicmcrt J ' - - - -

|
.F RO*
| My

Figure 93: Structure of TQM Implementation

8.14.11 Quality Tools / Techniques to be used in TQM
A. Lean Manufacturing
B. QFD, FEMA, Matrix Diagram
C. 7QC Tools
D. PDCA Cycle
E. New Measurement System – Six Sigma
F. PMS, Organization Scorecard etc.
G. Baldridge Business Excellence Model

Important Quality Concepts of Quality Gurus

Deming’s 14 points.
Juran’s quality trilogy.
Shewhart’s cycle.
Total Quality Control
QCC

8.14.12 Possible Deliverables of TQM

1) Training on Quality: Group-wise Training on Quality, Tools and Techniques of Use, apply in daily
activities, effectiveness in decision making, connect with group and business performance.
2) Develop Quality Circle Groups in each departments/ section and agenda-based discussion on improvement
and critical areas business / organization. It is a Team approach towards the solution.
3) Develop Culture of Continuous Improvement by everybody Participation
4) Design New Information System based on Customer Satisfaction and business result
5) Individual Involvement and Improvement in Work with mutual trust building
6) Starting of a World Class Business Practices like Balridge etc.
7) Develop an Internal Identification of Process Delay
8) Culture of One Organization, One Goal and One Mind of many
9) Develop System approach for Sustainability

TQM is a value creating journey for business and organization. When organization will progress in the favorable
market opportunities, TQM will work as the bonding among employees through quality in relationship. It defines
the relationship with all manpower, fellow employees, subordinates, bosses and organization. TQM is a non-
ending journey of culture in business.
 SME Corner

Quality is most valuable areas for business, customers, cost reduction and system efficiency. It is
essential for any business, family and social life.
Defects which never add values, rather degrade the business values and dis-satisfies the
customers.
Ail SMEs must include the defects reduction techniques with application and interventions of
Quality Tools like 7Q Tools, CAPA (Corrective and preventive action) on all problems and defects.

Implement the R-C Analysis for all levels of manpower may be in their language to do the Root-
cause for all work-related problems at shops, implement it and display in the visual board for their
pride and recognition.

For reduction in defects apply 7QC tools in the plant.

Collect the defects Data to establish the check points of the plant and do R-C and CAPA.
Do employee awareness on defects reduction and concept of Total Quality for sustainability.

Self-assessment questions

i) What is the intrinsic meaning of Quality?

ii) What are Importance and Dimensions of Quality?
iii) What are the types of Quality?
iv) What are the Techniques to Improve Quality?
v) What is Quality Circle and 7QC Tools?
vi) What are the techniques of 7QC tools?

On TQM
i) What are the essentials of TQM in an organization?
ii) What will be commitment and understanding of employees on TQM?
iii) How to create the culture of quality improvement?
iv) What are the principles of TQM?
v) How to start the TQM Initiates in an organization?
vi) What is the process of TQM implementation?
vii) What are TQM intervention and methodology?
viii) What are the Quality tools / techniques used in TQM?
 Chapter - IX
Total Productive Maintenance
9.1 INTRODUCTION
In previous chapters various techniques are discussed for factory improvement on productivity, quality, Lean
management and other essentials techniques for capacity improvement. From the first industrial revolution and
throughout the other industrial revolutions, the technology is rapidly changed for the quick and mass production,
aiming at on-time delivery, customer delight, more quality, process simplification, reduction in human effort
through robotics and automation. During these revolutions, evolution occurred through continuous changing &
interventions of technology and techniques, by replacing old technology or old concepts. It is a continuing
throughout the years and decades.
Total productive maintenance (TPM) is a technical concept for maintaining the plant and equipment for their
sustainable performance and efficient use. It is a driver or technical process used in the industry for increasing
the life of the installed technologies, create employee morale, more customer satisfaction and best possible
business result. TPM improves the corporate culture through improve in the utilization of manpower and
machines. TPM ensures the efficient plant to provide qualitative and quantitative products for the customers. It
enhances the productivity and reduces losses occurs due to breakdown and stoppage of work. An optimum
utilized plant has saved immense cost for their organization. A well-maintained plant confirms optimum
utilization of technology and its resources.
Challenges in the use of technology are, to maximize the capacity utilization, keep up the plant availability,
performance, competency & efficiency of maintenance people, cost of maintenance etc. TPM accomplished the
expectations of management and investors for making sustainability use of the technology and on time
production.
9.2 TPM – History
Concept of TPM first started in Japan in 1950’s, after introduction of preventive maintenance to reduce the
breakdowns. Preventive maintenance was first started in USA. Nippondenso, the supplier of Toyota was the first
company in Japan started implementation of preventive maintenance as a concept of daily maintenance in 1960.
Nippondenso started preventive maintenance, which was conducted by maintenance team as a dedicated group
and existing operators are engaged for producing the goods, but, however, due to automation in the plant
maintenance required more specialized personnel. To solve this problem, management decided to engage the
operators for routine maintenance and immediate faults and maintenance group do the critical & essential
maintenance work. This was the first concept of Autonomous maintenance introduced in the industry.
Nippondenso, in this way started preventive maintenance with autonomous maintenance through involving
operators. When the maintenance people started modifications of the maintenance equipment or with new
equipment, this led to prevention of maintenance, and in this continuation and conglomeration of preventive
maintenance, with maintenance prevention and maintainability improvement give evolution of Productive
maintenance. It generates a total commitment to high quality and zero losses that leads to the birth of Total

Productive Maintenance. Productive maintenance started for more life cycle of machine and equipment, saved
the cost of maintenance, applied quality circle, employee participation and training. Nippondenso awarded for
prestigious plant prize, for developing and implementing the first concept of TPM by the Japanese Institute of
Plant Engineers (JIPE). As internationally accepted TPM benchmark developed by the JIPM under Seiichi
Nakajima, he may be regarded as the father of TPM.

9.3 Purpose and scope of TPM

As per the other techniques which is described in the previous chapters, are the purpose of sustainable and
effective practices through best utilize of the plant. Previous chapters discussed on techniques and manpower on
the aim of productivity, performance and profitability. TPM also increases employee retention, because
employees are motivated, committed and actively involved in working, in the installed technologies to make
efforts towards the customer satisfaction.

TPM is based on the techniques for reduction in system abnormality which eliminates losses and wastages to the
organization. The scopes under TPM are;
1) Establish a system of maintenance in the plant and its machineries
2) Maximize the efficiency and effectiveness of the equipment
3) Develop a system to expand the life of equipment and machines
4) Ensures safety of the plant
5) Reduction in cost of maintenance of plant and machineries
6) Employee morale, motivation and quality of the plant
7) Employee involvement in technology from top to bottom
8) Overall performance of the plant
9) Overcome challenges from market competition and customers’ quality
10) It consists of various maintenance process
11) Defines the steps of implementation for Total maintenance.

By Planned Total
Inspection Productive
for any maintenanc Maintenanc
e
Abnormality . e
History and Trend of Maintenance

• •
Breakdown Preventive Corrective Maintenance
maintenance (BM) maintenance (PM) maintenance (CM) Prevention (MP)
-i L " " ____-

Figure 94: History of Planned maintenance

Table No. 64: Comparison of TQM and TPM
Areas TQM
Impact on quality of output,
Purpose organization’s quality culture, quality
assurance and business solutions
Customers’ satisfaction through
Objectives competitiveness and managerial
efficiency
PPM, DPMO, reliability for quality
Measurement
and assurance
Quality, product reliability, customer
Improvement loyalty, organization efficiency and
business solutions
TPM
Reduction in failure and losses through
servicing, maintenance and improve in
the life cycle of machines and equipment
Plant, machinery & equipment efficiency,
availability and reduction in maintenance
cost
OEE, M/c and equipment performance,
Errors, Failures etc.
System reliability, plant and equipment
efficiency & effectiveness and
breakdown prevention
Table No. 65: Purpose of TPM interventions
1. Customer centric system design and performance
2. Motivated workmen and make the base of the organization on
productivity and quality
3. Improve and prolong the life cycle tactics for various installed
1 Purpose of TPM machines
4. Improving in overall plant efficiency and performance
5. Cost effectiveness and system efficiency
6. Focus on failures and errors for solutions
1. Prevention of breakdowns, defects and failures
2. Reductions in accidents and ensure safety
3. People involvement with Technology
2 Objectives 4. Autonomous maintenance and operator’s involvement with skills and
competency
5. Organization efficiency and better customer access
6. Business efficiency and market expansion
Direct benefits
1. Reduction and control in wastage improvement/ reduction, on overall
plant performance
2. Increase productivity and OPE (Overall Plant Efficiency)
3. Remedy of customer complaints
4. Reduce accidents and safe lives
5. Reduce the manufacturing cost by 10-30% by reducing the inventory
and failure cost
6. Satisfy the customers’ needs by 100 % (Delivering the right quantity
at the right time, in the required quality)
3 Benefits of TPM 7. Follow pollution and environment control and statutory measures
Indirect benefits
1. Higher confidence level among the employees to handle the critical
and hazardous machines
2. Favorable and optimistic change in the attitude of the operators
3. Keep the work place clean, neat and attractive
4. Achieve goals by working as team
5. Horizontal deployment of a new concept in all areas of the
organization
6. Knowledge repository and experience
7. The workers get a sensitivity of owning the machine
It is technology centric techniques, on how to best utilize the existing
plant, equipment and machineries. People involvement through their
skills & empowerment to use technology may be in semi-automatic or
4 Distinctive
features of TPM automatic production for system efficiently. Prevention of various
failures, zero breakdowns, less prevention cost, improvement with zero
accidents which are significant expanses of TPM.

9.4 Basic Maintenance practices and TPM Techniques

There are various components described by TPM experts, but most value addition on maintenance techniques are
developed by JIPM (Japan Institute of Plant Management). Immense research work with practice and trial is
done by them to develop these techniques. As per the industry practice of maintenance work, techniques and with
better understanding of maintenance practices, it could be categorized in the following areas;

in the plant:
Various p l a n n e d a n d
u n p l a n n e d stoppages
w o r k . Lacks o f b a s i c
c o n d i t i o n s a n d absence o f
a n a l y s i s . L a c k Knowledge
and training on
maintenance. Problem of
Layout and organized
s h o p f l o o r . Machine St
equipment records with
the breakdowns, Non-
conformance of Quality,
Improperanalysis of the
p r o b l e m s a n d also
acceptance o f it. Safety is
n o t p r i o r i t i s e d , No cost
evolution on the
equipment inventory
uupiemei iLatiuri;
D e c l a r a t i o no f r e s o l v e t o
process and practices in introduceTPM by top
t h e P l a n t ; OEE m a n a g e m e n t , TPM
Calculation, SomeM/c introduction education and
Maintenance T e c h n i q u e s - campaign. TPM promotion
Schedule,Breakdown and organization a nd manager
Preventive,Quality p i l o t m o d e l , Setting b a s i c
Maintenanceetc., policy a n d target forTPM,
Maintenance C h a r t (Fuguih Preparation of TPM m a s t e r
Data a n d Visuals o n M/c p l a n . Kick off, Establish o f
History a n d records.
M a i n t e n a n c e e t c . . T o o l Kit
description a n d positions.
Equipment Inventory ma n a g e merit syste m ,
K e e p i n g P r o c e d u r e . M/c Establish o f q u a l i t y
m a n u a l s a n d m a j o r M/c L o g maintenance system.
Books, Operator's Training Establish o f office TPM,
andskill upgradation. Establish o f s a f e t y a n d
Activity B o a r d a n d environment system,
m o n i t o r i n g , CAPA etc. Evaluation (TPMpyrpllpnrp

Figure 95: Categorization of Maintenance

What should be the TPM structure of the plant to implement the above-mentioned concepts. Function-wise plant
TPM structure are as follows;

Plant TPM Manager

TPM Office

TPM TPM C o n t r o l " Equipment ■

55 Autonomous" Planned Quality
Ma i rite n a nceMMai nte n an ci Maintenance Training and " Inventory ■ Safety
entre Monitoring " Managemen

Figure 96: Plant TPM

9. 5 System Reliability
Lusser’s law (multiplication principle) is a prediction of reliability named after Robert Lusser.
It states that the reliability of a series system is equal to the product of the reliability of its component
subsystems, if their failure modes are known to be statistically independent. This method is similar to the;

R = R1×R2×R3×R4×R5× ・・・・・・・ RX

Parallel system
Reliability is complementary to probability of failure, i.e.
R(t) = 1 –F(t), or R(t) = 1 –Π[1 −Rj(t)]. R(t) = 1 –F(t), or R(t) = 1 –Π[1 −Rj(t)]

For example, if two components are arranged in parallel, each with reliability R1 = R2 = 0.9, that is, F1 = F2 =
0.1, the resultant probability of failure is F = 0.1 × 0.1 = 0.01. The resultant reliability is R = 1 – 0.01 = 0.99.
This feature is sometimes used for reliability increasing by using redundant parts.

Types of abnormality in the plant

1. Various planned and unplanned stoppages work
2. Lacks of basic conditions and absence of analysis
3. Lack Knowledge and training on maintenance
4. Problem of Layout and organized shop floor
5. Machine & equipment records with the breakdowns
6. Non-conformance of Quality
7. Improper analysis of the problems and also acceptance of it
8. Safety is not prioritised
9. No cost evolution on the equipment inventory

Relation between TPM and Management

1. TPM supports the achievement of the targeted profit
2. TPM is the program to support in enhancement of efficiency
3. It is a functional area of the organization with direct linked with production and productivity
4. Better TPM reflects better controlled plant to deal customers confidently by management.

Benefits of TPM Implementation

Industry describes the benefit of TPM through PQCDSMR, following is the meaning of this term;

P – Productivity and Performance

When plant’s overall equipment efficiency and effectiveness will progress in future, correspondingly, it will
improve the availability, performance of equipment and quality of output. Better maintenance means better
productivity of various inputs.

Q - Quality
Improvement in quality through the target of zero defects through machine.
C – Cost
In increased performance or better utilization inputs, decreases the wastage of inputs and cost of output. TPM
could reduce the manufacturing cost upto 30-40% according types of industry.

D – Delivery
In TPM implementation organization always may ensure the target of 100% delivery achievement, on time in
full.

S – Safety
In JIPM is mentioned that safety is one of the priorities of TPM. In safe environment, employees become more
motivated for involvement.

M – Moral
It improves the moral of the people and more engagement which is one of the intangible benefits of TPM.

R - Reliability
System reliability is added in the PQCDSM for customer’s loyalty and sustainability in business.

Example: TPM implementation in BAL (Bajaj Auto Limited), ‘Total Productive Maintenance (TPM) Policy that enables Tier I and II vendors to
improve their operational, human and cost efficiencies. At the end of FY 2017-18, 163 Tier I vendor groups and 267 Tier II vendors were
practicing TPM. It implemented as per business responsibility of the organization.

9.6 About Failures

Failure is also a wastage, occurred due to loss of time which occurs due to stoppage of working of machines and
equipment. Failures as defined by experts in various ways through mistake, mistarget, negligence etc.
The types of mechanical failure as described in mechanical engineering are: excessive deflection, buckling,
ductile fracture, brittle fracture, impact, creep, relaxation, thermal shock, wear, corrosion, stress corrosion
cracking, and various types of fatigue.
It can be described as; failure is the disability of an item to carry out any of its entire functions. So, a failure is
the anti-function, the lack of achieving the technical specification or the general functions. In turn,
these failures could be categorized into various types.

Category of Failures
There are three types of machine failures based on the frequency of occurrence. Major causes of failure of
machine are as follows;
Sudden failure
It is an unforeseen and unanticipated breakdown or failure of the machine with understandable causes.

Intermittent failure
It occurs infrequently or randomly. Here the causes of failure are difficult to identify. This type of failure is quite
exasperating and annoying to the plant, but it can be prevented by understanding & anticipating the probability
of causes and possibility of happening by addressing them during maintenance.

Gradual failure
It is the easiest failure to be anticipated and to be prevented by doing routine checkup, maintenance and
inspections. Operating process of this machine and equipment should monitor as per the priority.

Another expert view, the types of failure or, in part, the root cause of the failure indicates the appropriate course
of action to take correctively. Keeping the types and sources of failure in mind, it may assist to avoid or prevent
failures.
If a failure occurs too quickly, collect the appropriate information to determine the types of failure and the
corrective action becomes may be very difficult.

Another types of failures as per Cause

1)Design defects: It may affect the unit produced
2) Manufacturing defects: Due to variation in process, operation and material
3) Improper testing: If checking and some others may miss-out tests, that given the different and incorrect result
or cause for damage.
4) Secondary failures: The cause of damaged item may be result of the failure of another component.
5) Intermittent failures: The failure only occurs under specific conditions, otherwise product works properly.
6) Transient failures: Short-lived and often not related to a specific condition.
7) Wear-out failure: Often material deteriorating over the time or with use, this is the points to failure.
8) Failures of unknown origin: Where cause of failure not identified or unknown or not easily identified.

In this context, there are another concept, known as Failure modes, effects, and diagnostic
analysis (FMEDA). It is a technique and extension of FMEA (Failure mode effect analysis) to
generate failure rates in the safety models through each important category such as safe detected,
safe undetected, dangerous detected, dangerous undetected etc. It is a systematic analysis technique
to obtain subsystem or product level failure rates, failure modes and diagnostic capability. The
FMEDA technique considers as:
i) It includes all components in design
ii) Functionality of each component
iii) Failure modes of each component
iv) The effect of each component failure mode on the product functionality
v) Ability of any automatic diagnostics to detect the failure
vi) Design strength (considering the safety factors) and
vii) Operational profile.

With the given component in database, calibrated with field of failure data that reflects reasonably
accurate, this method could predict the product/ process level failure rate and failure mode data,
for a given application. Once the predictions have been shown to be more accurate, than field
warranty return analysis or even typical field failure analysis specified that these methods depend
on reports that typically do not have sufficient detail information in failure records.
9.7 About losses: 16 major losses in the Plant
As described losses is wastage in the plant and in any manufacturing system to reduce and control. Losses in the
system are related to man, machine & material, and however, the target is to eliminate them or generate a system
to prevent them.
The losses have been divided into 16 categories which are as follows;
1. 8 major losses are related of machine and equipment
2. 5 major losses are related to Manpower and man-hour
3. 3 major losses of product resources
1 6 Major Losses

Machine and M a n p o w e r and Product: Yield,

E q u i p m e n t Losses Manhourlosses Energy and
Toolinglosses

replacement loss, Start-up
loss. Minorstoppages, idling
loss, Speed reduction loss.
Defects, rework loss,
Management Loss, Me
oss. Line Organization Yield Losses, Energy, Die.
Distribution Loss Tool and Jig Losses

Figure 97: Categorization of 16 Major Losses

Machine and Equipment Losses
1. Breakdown loss: It is measured in hours, when equipment & M/c in breaks-down, it also stops the down-
stream operations with waiting time and stop of output with single M/c operations. It happens as an irregular
failure, typically caused by various equipment or component failures such as mechanical, electrical and
electronics equipment failures.
 2. Set up & adjustment loss: This occurs during the changeovers and starting of the shift for preparation of the
m/cs. These losses are also measured on hours. Adjustment may be minor or majors for quality, deviations
occurs for immediate corrections and checking for various purposes such as additional operations, time and
equipment. It happens due to changes in products or their SKUs, feeding and packaging processes.

3. Cutting blade replacement loss: This loss is common in the plant and machines, may be as a consumable
item due to unproductive & natural for wear, tear or damage. It is a loss in time, measured in hours, such as
replacing cutting & grinding tools, saw blades and lathe tools etc.
4. Start-up loss: Here losses occurred during the starting and getting output from the equipment with the state
and setup to get the correct and verified quality. There are various types of times spend during setup due to
temperature or operating temperature, testing time, adjustments, cooling, compressor, hydraulic, correct
weight, preparation of supporting equipment etc.

5. Minor stoppage & idling loss: These stoppages are minor maybe less than one minute but it happens due to
minor equipment, line & material blockage, power failure, quality and other issues. These are may be in
regular or chronic in nature, which mostly may not be noted.
6. Speed reduction loss: When machine and equipment or line not running in a standard or optimum speed, this
loss happens. It is due to quality, problem of maintenance, instrument, special trail or observation, balancing
of other supporting activities etc. Unit of measurement in rate or tones as per unit’s output.

7. Defect & rework loss: All rework, repair, minor changes which are corrected during the production is the
rework losses. It has multiple impact losses due to stoppage, making slow the lines or operations and
changeovers also.
8. Shutdown loss: It is stoppage of the work for planned or unplanned maintenance, unplanned production,
cleaning or sudden change in working environment or special customer inspection etc. Unit measurements in
time / hours.

Manpower or manhour Losses

9. Management Loss: This exists due to system and management problem on account of planning, availability
of information, design or specification, supporting instructions, spare parts etc. with unit’s measurement in
time or £, i.e. in money.
10. Motion Loss: it is one type of wastage also, which happed due to unnecessary manpower movement happens
related to layout of the plant, unscheduled work plan, excessive change in planning, materials handling
without standards, unit measurement in time.
11. Line Organization Loss: There are various loses in lines, which is related. The lacking in disciplined in all
resource planning, skills & competency of line managers and operators, imbalances of operations in up &
down streams and no back up plan for any eventuality etc., caused for these losses. Unit measurement in
time & £- money.
12. Distribution Loss: It happens due to incorrect and unnecessary planning of all materials such as raw
materials, WIP & finished goods, distribution system and lack in coordination from stores to lines and
warehouse. Unit measurement is in time.
13. Measurement and Adjustment Loss: These are is required, but excessive and frequent use of it makes losses
which happens due to weak maintenance, planning and monitoring. Unit measurement is in time.

Yield, Energy & Tooling Loss

14. Yield Losses: This is the total loss between the input of raw material and the output of finished goods. It
happens due to equipment failures, defects, leakages, material handling losses or non-calibration of the
equipment. Unit measurement in £- money.
15. Energy: It is input losses, due to machine & equipment related loss, lack work instructions in the shop floor
and managerial information. Unit measurement in £, money.
16. Die, Tool and Jig Losses: These are the costs of physical consumption/ use of various spare parts which are
over expended or for unplanned procurement. Unit measurement is in £, money.

Most of the Losses has monetary impact in the cost of the output, so most of the losses might be count in
monetary terms.
The objective of TPM is maximization of equipment effectiveness. TPM aims at maximization of machine
utilization and not merely machine availability rather in efficiency. One of the pillars of TPM activities i.e.
Kaizen implementation follows efficiency of equipment, operators, material and energy. These are
immoderations of productivity and aiming to achieving substantial impact. Kaizen and others pilers are planned
and implemented to methodically & sustainably eliminate 16 major losses.

Classification of losses as per the incidence:

As per the description of various experts’ losses could be classified in the following areas;

Table No. 66: Classification of losses

Feature Sporadic Loss Chronic Loss
Failure causes can be easily This loss might not be easily
Causation outlined. Cause-effect identified and solved. Even if various
relationship is simple to trace counter measures are applied
This type of losses is caused, because
Easy to establish a remedial
Remedy of hidden defects in machine,
measure
equipment and methods
A single cause is rare, a combination
Impact / Loss A single loss can be costly
of causes the trends a regulation
Frequency of The frequency of occurrence is
The frequency of loss is more
occurrence low and occasional
Usually, the line personnel in the Specialists/ experts in process
Corrective action production can attend to this engineering, quality assurance and
problem maintenance people are required
 if 9.8 Basic Maintenance process and practices in the Plant
1. Machine and Line efficiency though OEE Calculation
2. Internal M/c maintenance techniques – schedule, breakdown, preventive and quality maintenance etc.,
3. Internally developed various Maintenance Chart (Fuguai)
4. Data and visuals on M/c History and records, Maintenance etc.
5. Tool Kit with description, positions and lists for line and machine specific use
Preparing for
6. Equipment inventory keeping with prioritization and supply procedure during
necessities
7. M/c manuals and major M/c Log Books with updating and monitoring
8. Operator’s training and skill upgradation
9. Activity board for following and monitoring
10. Interventions of CAPA and other important techniques for problems and failures preventions.

Developed Controlling System

Plants in various factories internally developed the controlling process through data, record and analysis,
equipment using, various statistical tools for M/cs and lines, output, quality and availability etc.
Maintenance Analysis and decision
There are various maintenance monitoring and analysis method are developed in the industry for determining
how often an equipment, m/c or line will need to be maintained as per the standard maintenance procedure.
Another concept is Maintenance Task Analysis (MTA), which is a procedure for the identification of the steps,
spares and materials, tools, support equipment, combination of personnel skill levels and facility requirements &
issues that must be considered for a given repair task. It also includes the maintenance times required for the
performance of each maintenance task with a standard format.

Fault Tree Analysis (FTA)

FTA is a graphical tool to explore the causes of system level failures. This technique uses the Boolean logic (a
form of algebra which is centered around three simple words known as Boolean Operators: “Or,” “And,” and “Not”. At the heart of Boolean
Logic is the idea that all values are either true or false)
to combine a series of lower level events, which is basically a top-
down approach to identify the component level failures, the basic event and the cause the system level failure to
occur, a top event.
Fault Tree Analysis also define as ‘A method to decompose it and look for situation that might lead to failure’,
software engineering and displayed the logical path from effect to cause.
There is other various analysis for decision making processes applied in the industry;
1. Why Why
2. Forced field analysis
3. Affinity diagram
4. Tree Diagram
5. Interrelationship diagraph
6. Matrix Diagram
7. Prioritization Matrix
8. Process decision program chart
9. Activity network diagram
10. Normal group techniques
All of the above-mentioned techniques may not be used in TPM, but these are the decision making and analysis
techniques are practice in the industry.
9.9 12 STEPS OF TPM IMPLEMENTATION IN AN ORGANIZATION
Japanese experts and JIPM developed and stated various steps of TPM interventions, it might take 2-3 years to
implement in any medium and large-scale industry according the size and operations.
The steps may be categorized into 4 phases: Phase – I: Preparation, Phase – II: Introduction, Phase – III:
Implementation and Phase – IV: Institutional.

Phase – I: Preparation
In this phase, TPM initiative started by management as a part of strategies in the organization with prioritize in
the responsibility of top management during the implementation. Project preparation, team building and policy
making is the actions in this phase. It is a strategic decision of a plant, a administrative decision also.
Phase – II: Introduction
This is an occasion for inviting all including suppliers to know that the plant / client organization expectations
on quality supply aspects. It also includes the related companies as partners and affiliated companies, probable
customers, sisters concern etc. Many might learn from the occasion and some may help with ideas and customers
should get the communication that organization cares for quality, output and fault & losses free environment.
Initial management discussion and analysis is called Shoki-Ryudo-Kanri in Japanese for system designed to
reaffirm the quality and product specifications of new products in regards the customer perspective.

Phase – III: Implementation

This stage is special for acceptance, approval and implementation of eight events called eight pillars of TPM in
the organization. Out of these four activities are for establishing the system for production efficiency, one for
initial control system of new products and equipment, one for improving the effectiveness & initiations from
administration and are for control of safety, hygiene and awareness as per working environment.

Phase – IV: Institutionalizing

In the final phase through all these activities, organization would reach towards maturity level in TPM.
Encouragement is the prime aspect in Performance through Maintenance award and reignition for putting on the
techniques and continuing. Appreciation and thinking for challenging and upgrading the level, for carrying this
campaign forward.
Table No. 67: Phases of TPM Implementation
Phases of TPM Implementation Steps
Step – I: Formal declaration about the introduction and campaign of TPM
by top management
Step – II: Teaching, Learning and education on TPM introduction
Phase – I:
Step – III: Starting of TPM in the organization with developed pilot
Preparation phase
model
Step – IV: Develop the TPM policy and setting the target
Step – V: TPM master plan preparation
Step – VI: Kick off on TPM
Phase – II: Step – VII: Establish of office TPM
Introduction Phase Step – VIII: Implementation of production efficiency and improvement
system
Implementation of all TPM Pillars
Phase – III:
Step – IX: Implement the TPM Management System
Implementation
Step – X: Develop quality maintenance system
Phase
Step – XI: Establish the safety and environment system
Phase – IV: Step – XII: Recognition of TPM participation and performance award
Institutional Phase
PHASE – I: PREPARATION PHASE
Step – I: Formal declaration about the introduction and campaign of TPM by top management
Top Management would declaration of the introduction of TPM implementation in the organization. It also
decides to spend money and time in the achievement of efficiency in equipment, machine with managerial,
administration & manpower reformation. During the TPM in implementation only some divisions, the Top
management should declare TPM and let employees know the purpose about it. May be the decision to
implement TPM, could be published in the in-house magazine, displayed on the notice boards and a letter
informing of the same, might send to suppliers and customers also.

Step – II: Teaching, Learning and education on TPM introduction

The aim of TPM introductory education, for each working level of employees, is to have all employees fully
understand the purpose and to provide them with common language for focus on the challenging spirit towards
TPM.
Initial training would be on overview and purpose of TPM, and then department-wise skills specific training,
declare the steps, groups, leaders etc., are selected from department. Organization training programs as per
designed on various topics, as per the hierarchy of the organization and, for the key supporting functions. The
details are described in the 6th Pillar of TPM in implementation phase.

Step – III: Starting of TPM in the organization with developed pilot model
During this phase the Pilot model of TPM will executed and the TPM Board Committee establishes in a meeting.
The TPM Manager and some stuff helps for communication between Kaizen activities on site and TPM Board
Committee. These are the preliminary phase under TPM before implementation. The structure of TPM board and
sub-committee is described as below;

Structure of TPM Board Committee

Top M a n a g e m e n t

Board Member BoardMember Board Member BoardMember

TPM Pillar subcommittee

TPM Office systematizes the TPM Pillar subcommittees and support them
Each Pillar subcommittee studies how to implement pillar’s tasks and control it

TPM
Man-agecr

Small Groups (Autonomous maintenance Gr.)

Figure 98: TPM Pillar subcommittee
Step – IV: Develop the TPM policy and setting the target
TPM policy would be a system oriented for maintaining and improving the integrity of production, safety and
quality systems through the machines, equipment, processes, and employees that add business values to an
organization. It might include the customer, safety & environment, zero defect, green production, capability,
continuous improvement, efficiency and high morale also.

The goal of TPM could develop in the focus like, increase production & productivity, also boosting for
workers' job satisfaction and morale. Employees are empowered with the ownership & accountability and pride
in utilizing the life and use of the equipment they operate, and reducing costs in that process.

al al
Need .. Need
■ Threa ■ adva-
t and ntage

Basic policy

H i g h priority action

PQCDSMR t a r g e t a n d B e n c h m a r k i n g

Figure 99: Need of TPM

For more benefit from TPM, an internal benchmark may generate and applied to set up the target on PQCDSMR.

PHASE – II: INTRODUCTION PHASE

Step – V: TPM master plan preparation
During TPM master planning, the quality maintenance establishes and sustains effective production quality,
maintenance practices and methodologies for the continuous improvement. It is basically TPM implementation
master plan for interventions of various TPM pillars, sustainability, responsibility and even recognition.
It prepares as the schedule of the 12 steps in TPM development program, it covers the introductory stage, the
implementation stage and including screening of the award also.
Prepare detailed schedules for each pillar and department
Check schedule and actual result every year and reschedule when necessary
Corrective action on any deviation
Make the TPM successful
Table No. 68: TPM Master Planning
Year Year
Pillars Year 1 Year 3
2 4
TPM
Policy
and
Target
Office
of TPM
AM
PM
QM

Step – VI: Kick off on TPM

After the execution and completion of TPM pre-implementation stage, it is the time to appeal and launch TPM
activity with following initiatives.
i) Description and exploration of TPM promotion mechanism
ii) Policy, target and master plan
iii) Introduction of model activity
iv) Encouragement of companies like suppliers and ancillaries.
Loss is some opportunity to get profit, and prevention of losses in future through Kaizen activity, may covered in
this step which is also covered in the Pillars in TPM.
It is necessary to consider to prevent and about the past losses with future losses
There are two types future opportunity losses, one is past opportunity loss and another is future opportunity
loss
There is another way to categorize the two types losses, one is easy to forecast and another is difficult to
do.
Actual happened Future possibility
Actual Past loss Forecast loss
Opportunity Past opportunity loss Future Opportunity loss

Develop the Kaizen Theme

It is for various losses, categorized for reduction with analysis.

Working hours (Calendar time)

Shutdown
SD
Loading time Production
losses
ad just
Machine
Operating time Downtime losses
Failure Kaizen
Process failure Theme
Normal
Net operating production
Performance losses
time Abnormal
production
Valued Quality Defects
Defect losses
operating time Rep roduction

Working hours (Calendar time) Maintenance

time, etc.
SD

Failure
Loading time

Setup &
losses Ad justment
Kaizen
Cutting blades Theme
Operating time

Start-up
Downtime losses
Minor
Net operating Sto pp ag e
time Performance losses Speed losses
Defects /
Valued rework
Defect losses
operating time

Step – VII: Establish of office TPM

Set up of the TPM office, should come after the implementation, but here it is suggesting that after the kick off
of the TPM journey, TPM office might start as a pro-active decision making, the work with the establishment of
the TPM techniques for experience with the concept of PDCA cycle. Detailed office of TPM is discussed in
Pillar – 7 of TPM techniques. In TPM office, it controls and monitors the implementation with supporting areas
of tool room, maintenance center, manpower combinations, maintenance schedule, future plan and sustainability
with admiration and technical initiatives.
In administration work, office of TPM ensures about documents, books, plans, drawings, computer, files,
catalogues with proper arrangements and inventory. Establish and access of confidential files, standardize
administrative procedures to professionalism and work attitude to the staffs to adopt good practice and habits,
skills improvement & multi-skill and availability, workload & balancing etc. Proper set up of office with all
arrangements with equipment, furniture, utilities, layouts etc.

The ways to make your office like Toyota plant as per Lean learning are as follows;
Build a skills Matrix for your office
Establish and display standard work
Create an information flow map as per ‘TPM execution flow’ and workshop & tools under TPM.

STEP – VIII: Implementation of production efficiency and improvement system

In TPM, equipment and plant efficiency are the aim for system availability and performance with quality. OEE is
the unique calculations with collection of the various validated data for plant efficiency, following the
parameters for OEE measurement.

Overall Equipment Effectiveness or Efficiency (OEE)

OEE = A x PE x Q
OEE = (Operating time / Working hours) x (Net Operating time / Operating time) x (Valued operating time / Net
operating time)
Net Operating Valued operating
Operating time
time time
Net operating
OEE Working hours Operating time
time
Availability of the Machine
Quality Output
Machine Performance

A - Availability of the machine. Availability is proportion of time machine is actually available out of time it
should be available.
A = (MTBF - MTTR) / MTBF.
MTBF - Mean Time Between Failures = (Total Running Time) / Number of Failures.
MTTR - Mean Time to Repair.
PE - Performance Efficiency. It is defined by RE X SE.

Rate efficiency, RE: Actual average cycle time, which may be slower than design cycle time because of jams,
bottlenecks etc. Output is reduced because of logjams, blockage etc.
Speed efficiency, SE: Actual cycle time is slower than design cycle time, machine output is reduced because it is
running at reduced speed.
Q - Refers to quality rate. Which is a percentage of good parts out of total produced sometimes it may call
‘yield’.
Gap in the OEE Calculation
Difficult to differentiate the calculated value from a standard value and a theoretical figure;
There is a problem in a setup of a standard value and a theoretical
figure

An inquiry of a loss, sometimes may not clear or hidden

 PILLARS OF TPM

3 5

i i

i. h
5
r 1
I 1
■
lA

5S

PHASE – III: IMPLEMENTATION PHASE

STEP – IX: Implement the TPM Management System
Implement is the major phase of the TPM, which takes long duration to implement with all basis and pillars of
TPM.

8 Pillars Techniques in TPM:

1. Foundation of TPM, 5S
2. Focused improvement (Kobetsu-Kaizen)
3. Autonomous maintenance (Jisyu-Hozen)
4. Planned maintenance (Keikaku-Hozen)
5. Education and training (KyouikuKunren)
6. Quality maintenance (Hinshitsu-Hozen)
7. Figure 100: Pillars of TPM Office TPM (Kanri, kansetsu-bumon)
8. Safety and environment (AnzenEisei)
Pillars of TPM

ipknicnt-ifc
bumon}

Figure 101: Pillars of TPM Implementation

Pillar - I of TPM
This Pillar consists and started with foundation of 5S implementation in the organization.

5S Implementation
TPM starts with the implementation of 5S with the cleaning, organized with standard and sustainable workplace.
Organized work place controls the human motion and materials move. It also includes the study based planned
layout. Detailed about 5S already described in Lean manufacturing chapter. If Lean techniques are implemented
in the plant, that means Pillar – I is completed and team could verify it and forward to the next step.

Seiri - Sort out

It is sorting of all items in the pant as per the requirement in the plant. It is done as per the production, individual
employee requirement for production and perform their duties. It sorts the items as per the requirement
immediate or later as per the use. It makes a discipline handling of all items with not cover the unitized space
with un-needed items. It creates space saving in shop floor in the plant.
Seiton - Organize
The well-known theme of this techniques is ‘each item has a place, and only one place’. The discipline behind is,
items should be placed back after usage at the same place. Identification of the items easily, the names/ plates,
owner/ section name and colored tags are used. Vertical racks can be used for this purpose, and heavy items
occupy the bottom position in the racks and synchronization as the easy access and frequent use to be close to the
users.

Seiso - Shine the workplace

This involves cleaning the work place and materials in use with free of burrs, grease, oil, waste, scrap etc., for
good environment without any dirtiness in the floor and unsafe items.

Seiketsu - Standardization
Develop practice for ever same, it in repetition and decide on standards for keeping the work place / machines
and pathways be well-ordered and clean. This standard implemented and maintained by all with inspection,
improve and implementation for whole organization.

Shitsuke - Self discipline

Maintain the sustainability in the organization with considering 5S as a way of life and bring about self-
discipline among the employees for the organization. This includes wearing badges, following work procedures,
punctuality, dedication to the organization etc.
Pillar 2: KAIZEN, Kobetsu-Kaizen
Focused Improvement
It is factory and organization-based requirements for developing composition of profit in business process,
system rearrangement and also for human development.
Set up for high productivity, total participation, individual & group in Kaizen activities, deterrence of Losses by
managing it, and principle of 3Gen (Genba, Genbutsu, Genzitsu), i.e. on site, actual workpiece, reality, which is
discussed in Lean manufacturing. Focused improvement is related to establish the Kaizen theme and reduction in
losses and failures.

Kobetsu-Kaizen
Kobetsu-Kaizen is conceptualised as per concept of ‘individual improvement’ for efficient production systems.
It is implemented as the theme for the project team, developing the model equipment or by model lines with the
target of zero losses. It is also discussed in the Lean manufacture chapter, as a technique for reduction in various
losses. As per the JIPM, the improvement process of Kobetsu and Dandori – Kaizen is described below;

7 Steps of focused Improvement or Kobetsu Kaizen

Step0: System oriented promotion of Kaizen or Kobetsu-Kaizen through a model and strategy
Step1: Analysis of various losses, collections kaizens and develop Kaizen themes
Setp2: Set up Kaizen plan and targets
Step3: Distribution of Kaizen themes
Step4: Action of implementation on Kaizen as the 7steps program of Theme Kaizen
Step5: Analysis of the Result oriented data
Step6: Scalability and Horizontal development of Kaizen theme
Step7: Feedback on Kaizen and verify with existing themes

Dandori Kaizen
With the theme of Zero changeover time, developed in Japan for internally competitiveness for wide-variety,
small-lot, and just-in-time production. The purpose was to achieve zero changeover as defined the changeover
could be complete on three minutes. It must improve the layout of the production line with expense with
implementation of ‘process raze’ by creating zero defect production line and reduction in staffing patter. This
technique is full concept and requires further discussion, but perspective and significance are described in Lean
chapter. Factories first use the techniques of SMED and then forwards to Dandori Kaizen or both could do
simultaneously.

Seven Steps of Setup (Dandori) Kaizen

Step 1 Record the setup works and its timings
Step 2 Separate the internal-setup & times and external-setup & times
Step 3 Conduct and calculate external-setups
Step 4 Transfer and Improve internal-setup to become external-setup
Step 5 Improve to reduce internal-setup times
Step 6 Eliminate internal-setups by improving and monitoring of it
Step 7 Do the skill enhancement training and make standard work process

7 Steps Implementation of Kaizen Theme in TPM

Step1: Preparation activity board and collection of kaizens with initial investigation, understanding conditions &
problems and set up the and ideal situation of themes.
Step2: Team based planning on Kaizen initiation, schedule and set target for completion
Step3: Inspection on defects as per the concept of 4M and restoration for them, for any long and critical
problems aroused on step3, it is better to proceed to next step4
Step4: Problem Analysis by Why-why analysis, PM analysis, FMEA, FTA etc.
Step5: Onsite inspection and verification as per the analysis based on step 4
Step6: Improvement of defects and restoration which is observed in step 5
Step7: Confirmation of completion and result with benefit achieved.

About 4M
In the industrial history, various problems happened particularly in the manufacturing and processes are
commonly make defects in the final output, accidents occurred during work, machine & equipment faults which
have immense economic loss to the industry.

The 4 M´s is merely describes and denotes as, Man-Power, Machinery or equipment, Method and Materials.
The first “M”, stands for the Manpower or workforce, which are the one’s responsible of doing the activities
concerning the operations, process in any manual, semi-automatic or totally automatic system. The second “M”,
denotes as Machinery or equipment which is used and the whole mechanical and automatic part of the process, in
the place where the manufacturing activities are performed. The third important “M”, means the Method, that is
the procedure or practice implemented to use in any process or operation. The fourth “M”, refers to the
Materials, i.e. raw materials which the factory uses for making the output or product.

The in dept knowledge on 4M enables the plant possibly as the causal elements when a fault appears for fast
identification of the problem and way forward towards solve it as quickly as possible, avoiding repetition and
quality faults, to save time, money and effort.

Activity of the Kaizen Board

Management of Kaizen, visualized, arrangement with board activities Kaizen and data base etc. Develop
classification by specification and required condition to perform, it also uses the PDCA Cycle to manage the
Kaizen.

Management of Kaizen Theme

Kaizen Matrix is used to manage the kaizen theme by team leader, line manages or individuals and focused
improvement by subcommittee, the matrix as below.

Table No. 69: Management of Kaizen Theme in TPM

Person
Initial Target / Date Review
Large Middle Small Action Plan / / Actual
Discussion Department/ of Date/
theme theme theme Implementation Team/ Achievement
/ Selection Group Start Status
Section
Theme
Ο
1-1-1
Theme Theme1-
Ο
1-1 1-2
Theme1-
Ο Ο Ο
1-3
Theme Theme1-
1 Theme 2-1
1-2 Theme1-
Ο
2-2
Theme1-
Theme 3-1
1-3 Theme1-
Ο
3-2

Ο Possibility complete

Kaizen for business growth

Reduction in cost by lessening in losses to better peruse the customers with sales volume, competitiveness and
market capture.

Key points of Kaizen in processing industry are, unit cost and supervision of the consumption of material,
subsidiary material, fuel, electrical power, packaging material etc. for following areas;
F Reduction of material losses
 F Reduction of energy losses
F Process simplification
F Reduction of maintenance cost
F Improve in total process efficiency
F Better presence in the market

Kaizen management and application tools are similar of 7QC tools with check points, stratification, histogram,
pareto chart, cause-effect diagram, scatter diagram, run or control chart.

Key point of countermeasures in quality defect

It is focused on the Disposal, Rework and Grades drop occurs because of defects in product quality.
Basic idea of countermeasures for quality defects are;

Phase1 Reduce sporadic quality defect

Phase2 Reduce chronic quality defect
Phase3 Raise process capability
Phase4 Make good use of SQC (statistical quality control).

Check points on site quality

It is used at the site office checking;
F QC process chart as per the levels of checking at various points in the value chain
F QA matrix, Assurance processes in matrix preparation and arrangement
F Standard work sheet on quality
F QC control chart
F Phenomenon of quality defect analysis etc.

Poka-Yoke ( Fail-Proof )
It is used in TPM structure where standards are necessary, and it is difficult to prevent completely the human
mistake through it. It is also necessary to establish fail-proof system in the plant. It is detailed discussed in the
Lean chapter.
PILLAR 3: JISHU HOZEN, Autonomous maintenance
This pillar is most value-added and significant concept & technique in TPM journey. It starts by engaging the
operators towards skilling, developing and enabling them to be able to take care of small maintenance tasks with
their own initiative. Through it, maintenance period would be reduced with freeing up the skilled maintenance
people to spend time on more critical & specialized maintenance and do the technical repairs and activities
during the total stoppage of lines. The theme is ‘own m/c first responsibility of operators’ for upkeeping of their
equipment to prevent it from deteriorating and more waiting time. It also reduces the cost of the operation
through reduction in stoppage time and maintenance cost.

Policy
1. Continuous improvement in tool and equipment
2. Skills and flexibility for operators to operate and maintain
3. Fault and defects elimination at source through active employee participation
4. Stepwise implementation of Autonomous maintenance procedures.

Jishu Hozen Targets

As per the expert description, the following are the outcomes and target of Jishu Hozen;
1. Prevent the occurrence on the first point at operator’s workplace
2. Reduction the in-Maintenance time
3. Reduction in waiting time and more engagement of operators and maintenance people
4. Develop sense of responsibility of own m/c and equipment
5. Possible of reduction in oil consumption by approx. 50%, process time by approx. 50% and increase use
of JH through scalability and horizontal application.

Probable Steps in Jishu Hozen

1. Preparation of operators
2. Initial cleanup activities of machines
3. Steps on counter measures
4. Develop tentative JH standards
5. Start inspection
6. Autonomous/ Self inspection
7. Procedure standardization and
8. Forward towards autonomous management.

Autonomous Maintenance (AM) 7 Steps

The standard steps are as below;
i. Step0 Preparation
ii. Step1 Initial cleaning
iii. Step2 Countermeasures for source of contamination and hard to access
iv. Step3 Tentative CIL standard
v. Setp4 General inspection
vi. Step5 Autonomous inspection
vii. Step6 Standardization
viii. Step7 Autonomous management

Step0 Preparation
It starts with training and follow other standard steps of preparation;

i) Basic education for AM, safety and maintenance with some manual of work
ii) Set up activity board
iii) Prepare Tags (blue and red)
iv) Prepare Documents
v) Prepare audit system
 vi) Prepare basic maintenance tools for cleaning, lubrication and inspection
vii) Organize small groups
viii) Set the schedule (Select the model machine or line)
ix) 3S activity around the machine.

Activity Board - 1
Factory Autonomous maintenance

Focused improvement Office TPM

Snaps from JIPM

Activity Board-2
Common contents of the activity Board -2, all following areas;
i) Group introduction
ii) Activity area, machine, line and Loss analysis (loss map)
iii) OEE Calculation (if possible) and graph
iv) Activity master schedule and individual action plan
v) Activity time (man-hour)
vi) Meeting minute
vii) Number of tag attach and detach (use graphs)
viii) Tagging map
ix) Kaizen sheet (before and after)
x) One-point lesson

Step1 Initial Cleaning in detail

i) Describe step1 in the meeting
ii) Check the past machine troubles
iii) Reconfirm the safety
iv) Arrangements around the machine
v) Removal on unnecessary parts from the machine
vi) Understanding the machine structure
vii) Cleaning and inspection (tagging) by 5 senses
viii) List up Fuguai (defects) and mapping
ix) Classify Fuguai by location and type
x) Restore the Fuguai (defects) as soon as possible
xi) Lubrication (list up points and type of oil)
xii) Retighten (list up checking bolt needed) and match marking.

Making basic condition of manufacturing

It is possible through Cleaning, Inspection, Retightening, Lubrication.

Tagging procedures
Attach blue tags on the points that operators can restore.
 F Attach red tags on the points that require restore by maintenance team or others.
F Detach tags after restoration.

Blue Tag Red Tag

Example of an Inspection, Pump

A simple example is taken such pump used in the industry with following are the process of inspection/ checking
/ identifications;
Are pumps and their stands free of unusual noise, vibration, and play?
Are anchor bolts tight, corrosion-free, and undamaged?
Are stands and pedestals free of corrosion, cracking, and other damages?
Is any liquid leaking or spraying from grand packing?
Is any liquid leaking or spraying from pipes or valves?
Are any pipes or valves blocked?
Are all pressure gauges, vacuum gauges, flowmeters, thermometers, and other measuring instruments
working properly and marked with the correct operating ranges?
Are starting current and operating current values correct?
Are all valves operating correctly? Is it easy to check open or close?

AUDIT
Prepare of audit (make some audit sheets as the plant set up like machines and products) as per the auditing
areas;
Auditors should be top management and middle-level managers
Presentation of step activity on the activity board by AM group (may be 15minutes)
Presentation of step activity at the machine by AM group (may be 15minutes)
Assessment and meeting by auditors (may be 15 minutes)
Announcement of the result and comment from top management
Audit has to be executed by each step of AM.
Step2: Countermeasures for source of contamination and hard to access
Meeting for step 2 and / with review of step1
Reconfirm the safety
Check the contamination/ pollution point, kind and volume
Check the hard to access area
Make graph on cleaning, inspection, lubrication time
Measurement of initial time for each
Make some plan to reduce each time by kaizen sheet

Action Points
F Eliminate or reduce contamination by kaizen
F Change machine design or make some tool by kaizen to reduce CIL time
F Planning of countermeasures schedule

Prevention of Deterioration
Before and After Pictures
Test covers for prevention flying apart of chip
Kaizen for source of contamination
Kaizen activity around the Machine
Kaizen activity for elimination of Losses

Step3: Tentative CIL Standard

Make tentative CIL (cleaning, Inspection, Retightening, lubrication) standard for machine by AM group
Make Daily CLI check sheet
Trial and adjustment
Utilize visual control

Visual Control － 1
Visualization of Machine
It is better that Operation and maintenance activity will be efficient;
Visualization of working point
Level of inspection and lubrication
Ｖ belt, chain indication (direction, type, etc. ）
Fluid distinction, valve condition (open, close)
Notice of dangerous area
Operating condition, abnormality, number of outputs

Step4: General Inspection

Preparation for education and training in general inspection
Implementation of general inspection and training
Implementation of General inspection
Prevention of irregularities in general inspection items

General inspection items

Machine elements Pneumatic system
Lubrication Drive system
Hydraulic system Electrical system

Step5: Autonomous Inspection

CIL standard should be re-examined to accomplish higher inspection efficiency and eliminated errors.
Re-examine from zero failures and zero-defect viewpoint
Re-examine from inspection efficiency viewpoint
Re-examine from inspection workload balance viewpoint
Re-examine from visual control viewpoint

Step5: General Process Inspection

It boosts operational reliability and safety by training operators and process inspections for process function and
performance.
Inspection as below and establishing prevention system for abnormality
1. Correct operation and manipulation
2. Correct adjustment and setting
3. Correct handling of abnormality and emergency

Step6: Standardization
Process control system should be simple and reliable and review and Integration process control standard.
F Distribution standard
F Work standard
F Data record standard
F Spare parts standard
F Quality assurance standard
F Maintenance standard
F Kaizen for Review standard

The above-mentioned steps are discussed in detail as per the following points:
1. Train the Employees
Educate the employees about TPM, purpose, advantages, on autonomous maintenance and related steps. Instruct
the employees about abnormalities in equipment, process and standardization.

2. Starting of initial machines cleanup

Supervisor and technician should discuss and set a date for implementing the step1, listing all items
needed for cleaning
On the agreed date, employees/ operator should clean the equipment completely with the help of
maintenance people
Follow the procedure of removal of dust, stains, oils and grease etc.
Subsequent things that has to be taken care while cleaning, these are oil leakage, loose wires, unfastened
nuts and bolts and damaged parts
Afterward the cleanup, categorize the problems and suitably tagged them. During the tagging, remember
it is the places where problems can be solved by operators. Pink tag is placed where the aid of
maintenance people/ department is needed.
Listing of the of tags and record in a register
Identify the areas where is the problem of accessibility
At last, close the open parts of the machine and run the machine

3. Counter Measures
Make provision for inaccessible regions had to be reached easily. If there are many obstacles, facility like
screw to open a fly wheel door, hinge door can be used. Instead of opening a door for inspecting the
machine, acrylic sheets can be used.
To prevent worn out of machine parts, necessary action must be taken
Equipment and machine parts should be altered to prevent gathering of dirt and dust.

4. Possible Standards
Autonomous maintenance schedule must be following the below mentioned points strictly.
Timetable and agenda should be made regarding cleaning, inspection and lubrication and it also should
include standard details like when, what and how.

5. General Inspection
Employees are to be trained in disciplines like pneumatics, electrical, hydraulics, lubricant and coolant,
drives, bolts, nuts and safety.
This must be essential improvement in the technical skills of employees and use inspection manuals
appropriately.
Subsequently, share this new acquired knowledge with others employees
After acquiring these technical experiences, involved operators being well aware of machine parts and
their maintainability.

6. Autonomous Inspection
Following also the standard practices of autonomous inspection;

Cleaning and lubricating new methods are to be used

Respective employee prepares his own autonomous chart and schedule in discussion with supervisor
Reorientation of the Part’s list as per the, parts have never given any problem or part which don't need any
inspection may be removed from list permanently or keep in separate list based on part status.
Include the good quality machine parts, which enable to avoid defects due to poor AM
Contain the inspection which made during preventive maintenance in AM
Reduced the frequency of cleanup and inspection, based on experience.

7. Standardization
Following also the standardization procedures associated in AM;
In this step the surroundings of machineries should be organized and undertake in AM. Necessary items
should be organized, such as, there should be no searching time or searching time is should be reduced.
Work environment might be modified such that there should be no difficulty in getting any item
Everyone should follow the work instructions strictly
Necessary spares for equipment are planned and procured as per the EPN (Equipment Priority Number,
which is described in the later part in this chapter).

8. Autonomous Management
Autonomous management is the controlling and monitoring the AM and prepare workplace instruction,
maintain discipline and progress towards end result.
OEE and OPE and other TPM targets must be achieved by continuously improve through Kaizen.
PDCA (Plan, Do, Check and Act) cycle must be implemented for Kaizen.
PILLAR 4 - Planned Maintenance, Keikaku-Hozen
In Planned maintenance (PM), activities are planned, documented, and scheduled with the aim of trouble-free
machines and equipment producing defect free products, efficient system utilization for total customer
satisfaction. In PM, downtime by having all essentially be reduced with the increase in life cycle of instruments
and machines.

PM could be categories in four ‘families, or groups which are as follows;

1. Breakdown Maintenance
2. Preventive Maintenance
3. Corrective Maintenance
4. Maintenance Prevention
Planned Maintenance, evolved with efforts from a responsive or reactive to a proactive method and with the use
of trained maintenance manpower to assist the training the operators to better maintain their equipment.

Some Proactive types of maintenance concepts are also used in industries, which are as follows;
i) Predictive maintenance
ii) Condition-based maintenance
iii) Scheduled maintenance
iv) Routine maintenance
v) Emergency maintenance

Planned Maintenance 7Steps

Step1 Recognition of current maintenance system
Step2 Set up purpose, policy and targets
Step3 Organization formation and clarification
Step4 Clarification of implementation activities
Step5 Study of specific implementation for each activity
Step6 Plan framing for implementation with autonomous maintenance
Step7 Result verification and establishment of maintenance system.
Types of planned maintenance:
1. Breakdown maintenance (BM)
The breakdown maintenance initiates when machine is completely breaks down and not in working condition.
BM refers that, people wait until equipment fails before repair it. It happens when the equipment failure does not
significantly affect the operation or production or generate any significant loss other than repair cost. The
purpose of breakdown maintenance is to fix something that are failed.

2. Preventive maintenance (PM)

It is started in 1951, on the aim of averting the machinery failures and frequent breakdowns. The action points
related to PM is a daily maintenance through cleaning, inspection, oiling and re-tightening with the goal to retain
the healthy condition of equipment and prevent failure through the prevention of worsening, periodic inspection
or equipment condition diagnosis and preventive measure on deterioration. It is further divided into periodic
maintenance and predictive maintenance. Such as the longevity could be extended by taking preventive
medicine, the equipment service life could be extended by following and applying this preventive maintenance
procedures.

2a. Periodic maintenance or Time-based maintenance - TBM

It consists of periodically inspecting, servicing and cleaning equipment and replacing parts to prevent sudden
failure and process problems. Various IT based monitoring system developed for alerting the time-based
maintenance to upkeep the efficiency of machines and equipment.

2b. Predictive maintenance:

This is a condition-based maintenance and monitoring. It is diagnosed and managed as per trend values,
measuring and analyzing data about deterioration and employs a surveillance system, designed to monitor
conditions through an on-line system. Preventive maintenance is based on inspection or diagnosis, in order to use
the parts to the limit of their service life.

3. Corrective maintenance
The concept developed in 1957, with design of weakness must be redesigned to improve reliability or improving
maintainability. Corrective maintenance task performed for identification, isolation and rectification of a fault to
ensure that the failed equipment, machine or system could be restored to an operational condition within the
tolerances or limits recognized for in-service operations.

4. Maintenance prevention
The maintenance prevention specifies the design of a new equipment which started on 1960. MP is a significant
concept for ensuring reliability and maintainability of manufacturing facilities by providing various information
collected during the actual operations in their design phase. Failures and weak points of machines are
sufficiently studied i.e., on-site information gathering to failure prevention, easier maintenance and prevents of
defects, safety and ease of manufacturing which are combined before commissioning next or new equipment.

PM Policy
1. Develop in Internal maintenance system
2. Achieve and sustain availability of machines
3. Reduction in maintenance cost
4. Reduces spare & parts inventory and management
5. Enhance reliability and maintainability of machines.

PM Target
1. Continuous improvement reliability and maintainability
2. Zero equipment failure and break down
3. Reduce maintenance cost
4. Ensure availability of spares all the time.
Five Measures for Zero Failure which are developed by experts are;
1. Fulfil the basic requirements
Cleaning / Lubrication / Retightening / Dynamic and static accuracy
2. Observe the usage condition
Current / voltage / speed / temperature / etc.
3. Restore deterioration
Control of natural deterioration
4. Improve the weak points in design
Kaizen of reliability and maintainability
5. Improve Technical skills
Operating and maintenance personnel.

Necessary Skills for Maintenance Activity

It is important to determine causes of the phenomenon without end, not only replacement of parts when a failure
occurs.
Skill level
Basic knowledge of machine elements
Skills that can measure deterioration and determine it
Skills that can replace the deteriorated parts
Skills that can repair the deteriorated parts.

Fastener Component CLIR

These are common in many industries;
Transmission Unit 1. Cleaning
Hydraulic Unit 2. Lubrication
Pneumatic Unit 3. Inspection
Electrical Power and Control Box 4. Retightening
Measuring Instrument and Sensor
Motor and Generator
Cutting Tools and Mould Tools
Pipes and Wires
Pump and Valve
Tank and agitator
Fire pit and heating or cooling unit etc.

Tool Management
Efficient management of tools are;
i) Importance and availability tools
ii) Storage condition of tools
iii) Inventory control of tools
iv) Supply and arrangement of tools
v) Destination management of tools based on a processing plan
vi) Life management and improvement of tools
vii) Cost Management of tools.

An EPN (Equipment Priority Number) is developed for better inventory control of maintenance spare and parts
in a plant.

Utility Management
It comprises of;
Compressed air
Hydraulic oil
Coolant (Cutting fluid)
Steam
 Water, Water treatment
Gas, Chemical gas
Voltage, Frequency
Private power generator

Better Spare Parts Management

It is better that visualization starts after seiri and seiton activity under 5S.
1. Simplification of confirmation of actual parts
2. Address control, in visualize of position
3. Area indication, storage indication board
4. Indication label of parts; number, name, max volume
5. Order point control; double bin, bar cord control, etc.
6. Indication of Delivery schedule.
7. Prevention of deterioration and contamination of parts; belt, O-ring, gasket, packing, seal tape, Oil seal
etc.
8. Inventory and cost management; through the basis of parts communalization and domestic production

View Points of Maintenance Cost Reduction

1. Review of maintenance cycle
2. Review of Lubrication management
3. Review of spare parts management
4. Review of subcontractor’s construction
5. Removal of maintenance downtime and transportation loss
6. Kaizen of maintainability and simplification of machine
7. Effective recycling parts and tools
8. Reduce resource and energy loss
9. Reduce of machine losses.
STEP – X: Develop quality maintenance system
PILLAR 5: Quality Maintenance (QM), Hinshitsu-Hozen

The aim of Quality Maintenance is focused towards customer delight, through highest quality ensuring the defect
free production. Priority is to eliminating non-conformances in a systematic manner, like focused improvement.
By understanding and identification of quality consequence for what parts of the equipment affects the product
quality, eliminate begins with the current quality concerned area and then removed the potential quality concerns
from machines. It may describe as transition from reactive to proactive or quality control for quality assurance.
The process QM is to develop and setting up the equipment condition to prevent quality defects, based on the
basic concept of maintaining, faultless the equipment to maintain a flawless quality of products. Checking and
measuring the condition through time series data to verify and measure the values within standard values
develops for prevention of defects.

QM Policy
1. Defect free products and conditions by controlling the equipment
2. Focus of prevention of defects from the source
3. Develop quality assurance activities to support customers and reliability
4. Emphasis on poka-yoke for fool proofed system
5. On-time and on-line detection and elimination of defects
6. Implementation of quality assurance through operators.

QM Target
1. Zero defects achievement and sustainable customer satisfaction
2. Reduction in-process defects
3. Reduction in cost of quality.

Data requirements and analysis for QM

Quality defects are classified as in-house defects and customer end defects or return and for customer end data,
the collection is required in the following areas;
1. Customer end rejection
2. Field report collection with complaints & return
3. Collect the data from machines with patter and time
4. Modify the data collection if the method is not suitable for reflecting root of defects
5. Develop a methods of quality data collection as the plant and defects
6. Maintain the same data collection procedures after solution-based action plan
7. Train the internal team for defined method of data collection.
In-house, data includes the data related to products and data related to process rejection of production through
quality checking points.

Data related to product

1. Segregation of M/c, shift and product wise defects
2. Major/ minor severity of the defect and its contribution for generating defects
3. Location of the defect with reference to the m/c layout
4. Extent and frequency of its occurrence at each stage of measurement
5. Frequency and trend in beginning and the end of each production/process/changes
6. Occurrence trend with respect to restoration of breakdown/modifications/periodical replacement of
quality components.
Data related to processes
1. System and operating condition for individual sub-process related to men, method, material and machine
2. Standard settings /conditions of the sub-processes
3. Verify the actual record of the settings/ conditions during the defect occurrence.
 Sample Study, Defects Counting Method

Defects Counting
Process of counting, it is very much difficult to count defects of each shift of Av. 30 Lakhs per day
Pouch are packaging. I t is very much time and manpower consuming.
So, Plant should develop a better process for correct nos. of defective pouches for calculating the
defects rate, on the aim of quality estimation i n the plant.

The Suitable method for exact defect calculation should be in M/c-wise Defects of SKU-wise Defects.
Trend of Sample Data of defects do not serve / help to reduce the defects by the Maintenance
Department. M/c-wise defects calculation is easy but the No. Defects/ Rejection i n which areas of
the Defects occurs (i.e. Wrinkle, Silver Line, Perforation, Tearing, Leakage, Point Shifting, Batch
Coding, Roll Change, Funnel choke, Weight Variation).

Some Possible Methods of Defects Calculation

Through Lamination Yield Rate

Below are the processes of Calculation;
i) No. of Pouches per Kg. Laminations for all Variants should be calculated (with specific GSM,
gram per sq. miter)
ii) Calculate Monthly to Consumption of Laminations and Total Estimated Output from it,
Lamination-wise/ Variant-wise
iii) Calculate the Actual Total Output OR Packing in Lamination-wise/ Variant-wise
iv) The Gap/ Difference between Estimated and Actual would be the SKU-wise defects.

Random Sampling Calculation: It is existing process which is first time used to identify the
Defects chances, rather than exact no. of defects which would help the Maintenance department
for priority areas of Corrective action in the M/c for defects reduction. There will always be a
probability factors in PQRS (Poor Quality Recovery/ Rejection system) for correct data as there are
many chances Factors of Time, M/c, Duration, Operator etc.

Ramdom
Sampling
Applicable
sampling
Process for
t h e Mass
Quota / production
Target
Implementation of Quality Maintenance
Quality Maintenance is implemented in some phases or steps.

A. The first, aims to eliminate quality issues come out from by analyzing the defects data, so that optimum
conditions can be defined and restore to prevent defects occurring.
B. Second, do on-site situations verifications of the points creating the defects with the internal maintenance
team and machine operators
C. Third, make an action plan with the internal maintenance team after verifying the on-site situations
D. Forth, implement in the action plant in the machines / equipment through repair, modifications, replace the
spares, plan for preventions and train the operators for corrective and monitoring areas.
E. Fifth, after implement verification, which could be start after 1- or 2-week gaps immediate after QM
applications. It will be done through the data collection, following the same / homogeneous procedures
applied during the defects data collection.
F. Sixth, it consists of two steps, if it is ensuring through the data collection that improvement is validated, in
that that situation closed the project with sustainability, through starting of control or run chart and
scalability for horizontal deployment the study. In case, the situation not improved, repeat the same process
of data collection, analysis, action plan, applications and validations.

The Techniques will be used in Quality maintenance through 7QC Tools, the process discussed in Quality
chapter.
PILLAR 6: Education and Training, Kyouiku Kunren
The goal under education and training is, to have a multi-skilled revitalized employee, fit for taking
responsibility for TPM pillars, high morale and enthusiastic to come to work and perform as required self-driven
functions effectively and self-reliantly. Purpose is to upgrade the overall maintenance skills.

The employees should be trained to achieve the four phases of skills. As per the expert the goal is to create a
factory full of experts. The different process of learning and teaching of skills are;
Phase 1: Do not know
Phase 2: Know the theory/ process but cannot do
Phase 3: Can do but cannot teach
Phase 4: Can do and also teach

Policy
1. Focus on improvement of knowledge, skills and techniques
2. Creating a training environment for self-learning based on felt needs
3. Training curriculum / tools /assessment for conductive to employee revitalization
4. Training to remove employee fatigue and make work enjoyable
Target
1. Achieve and sustain downtime due to want men at zero on critical machines
2. Achieve and sustain zero losses due to lack of knowledge / skills / techniques
3. Aim for maximum participation in suggestion scheme

Steps in Educating and training activities:

1. Setting policies and priorities and checking present status of education and training
2. Establish of training system for operation and maintenance skill up gradation
3. Training the employees for upgrading the operation and maintenance skills
4. Preparation of training calendar
5. Kick-off of the system for training
6. Evaluation of activities and study of future approach

Education and Training: Implementation 7steps

Step1 Establish basic training policy and strategy
Step2 Evaluation of current education system
Step3 Making implementation plan
Step4 Preparation of education system
Step5 Implementation of education and training
Step6 Check the result of skill up
Step7 Review education system and study future approach

Skill Matrix
Define skills with points of what kind of job, what kind of skill and improve with Training through working;
1. Use of One-point lesson
2. Use of outside trainer or expert.

Autonomous Maintenance Basic Training

i) Autonomous training covers in the following areas;
ii) Safety action and procedure(preparation)
iii) High-place work, Electrical work, Joint work
iv) How to use cleaning and maintenance tool
v) Autonomous maintenance procedure step1-3
vi) How to lubricate
vii) How to implement Kaizen
Step4: Autonomous Maintenance Training
Example of Training areas;
F Bolts and nuts management
F Lubrication system
F Hydraulic system
F Pneumatic system
F Transmission system
F Electrical system
F Utility system

One Point Lesson

Theme of the Lesson;
1. Basic Knowledge
2. Improvement Cases
3. Trouble Cases

Preparation of General Inspection

Instructor
Training place and Room
Training Program

Use of Training items

System flowchart
Inspection List
Schematic diagram
Cut model
Sample of failure and deterioration
Training kit etc.

Basic Knowledge Instruction

On-site Maintenance Training and participation in Planning and Activities;

S & E Skill and Action Training

Point and check off distinctly
Hazard prediction training

Another Round of Training

1. Pick up potential risk
2. Focus on main risk
3. Analyse root cause and countermeasure
4. Setting target as action
PILLAR 7: Office TPM, Kanri, kansetsu-bumon
Office TPM is the seventh pillar and it concentrates on all areas to provide administrative and support functions
in the organization on TPM. This pillar applies the key TPM principles in eliminating wastage and losses from
TPM implementation department. In standard practice the office of TPM starts after activating four pillars of
TPM, Jisyu-Hozen, Kobetsu-Kaizen, Planned maintenance and Quality maintenance (Hinshitsu-Hozen). The
purpose of office TPM is, to follow the improvement in quality, productivity, efficiency with the other
administrative functions in training & implementation, and identify and eliminate losses & arrangement on
facilities.
This departments must be flexible in order to respond to a rapidly changing business environment, outperform
the competitors and win customer confidence. It is also important to establish the autonomous maintenance and
individual involvement.

Following the standard practices under office TPM, developed and described in all literatures by experts in TPM
which are mentioned herewith.
Office TPM addresses twelve major losses these are;
1) Processing loss
2) Cost loss including in areas such as procurement, accounts, marketing, sales leading to high inventories
3) Communication loss
4) Idle loss
5) Set-up loss
6) Accuracy loss
7) Office equipment breakdown
8) Communication channel breakdown, telephone and fax lines
9) Time spent on retrieval of information
10) Non availability of correct on line stock status
11) Customer complaints due to logistics
12) Expenses on emergency dispatches/ purchases.

Starting of TPM office

A senior person from one of the support functions e.g. Head of Finance, MIS, purchase etc. should be heading the
sub-committee. Members representing all support functions and people from production & quality should be
included in subcommittee.
TPM co-ordinate plans and guides the subcommittee.
1. Supporting and generating awareness about office TPM to all support departments
2. Serving them to identify P, Q, C, D, S, M in each function in relation to plant performance
3. Identify the scope for improvement in each function and areas
4. Collection of relevant data
5. Help them to solve problems in their circles
6. Make up an activity board where progress is monitored on both sides - results and actions along with
Kaizens.
7. Resolve to cover all employees and circles in all functions.

Kobetsu Kaizen topics for Office TPM

i) Inventory reduction
ii) Lead time reduction of critical processes
iii) Motion & space losses
iv) Retrieval time reduction.
v) Equalizing the work load
vi) Improving the office efficiency by eliminating the time loss on retrieval of information, by achieving zero
breakdown of office equipment like telephone, printers and fax lines etc.
Office TPM and its Benefits
1) Involvement of all people in support functions for focusing on better plant performance
2) Better utilized work area
3) Reduce repetitive work
4) Reduced inventory levels in all parts of the supply chain
5) Reduced administrative costs
6) Reduced inventory carrying cost
7) Reduction in number of files
8) Reduction of overhead costs, to include cost of non-production/non capital equipment
9) Productivity of people in support functions
10) Reduction in breakdown of office equipment
11) Reduction of customer complaints due to logistics
12) Reduction in expenses due to emergency dispatches/purchases
13) Reduced manpower
14) Clean and pleasant work environment.

P Q C D S M in Office TPM
P - Production output lost due to want of material, Manpower productivity, Production output lost due to want of
tools.
Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer returns/warranty attributable to BOPs,
Rejection/rework in BOP's/ job work, Office area rework.
C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory, Cost of
communication, Demurrage costs.
D - Logistics losses (Delay in loading/unloading)
Delay in delivery due to any of the support functions
Delay in payments to suppliers
Delay in information
S - Safety in material handling/stores/ logistics, Safety of soft and hard data.
M - Number of Kaizens in office areas.

How office TPM supports plant TPM

Office TPM supports the plant, initially in doing Jishu Hozen of the machines (after getting training of Jishu
Hozen), as in Jishu Hozen at the plant office;
1. Initial stages machines are more in maintenance and manpower is less, so the help of commercial
departments can be taken, for this
2. Office TPM can eliminate the loads, on line for material and logistics.

Extension of office TPM to suppliers and distributors

This is essential, but only after it have done as much as possible internally. With suppliers it will lead to on-time
delivery, improved 'in-coming' quality and cost reduction. With distributors it will lead to accurate demand
generation, improved secondary distribution and reduction in damages during storage and handling.
In any case, it has to teach them based on maintaining factory’s experience and practice and highlight gaps in the
system which affects both sides. In case of some of the larger companies, it could be started to support through
clusters of suppliers and in zones.
9.10 Improving Administrative Efficiency through Makigami (Paper Roll) Analysis
There is a useful concept on administrative efficiency i.e. Makigami’s Paper Roll Analysis which descried by
experts as follows;

Makigami Analysis: In industry administrative tasks are usually hard to recognize. The Makigami method is the
process to make these tasks clearly visible by taking the actual forms, slips and other documents used in
administrative work and sticking them on a long roll of paper, to illustrate the flow of work.
By using the paper roll, anyone can tell at a glance what is going on, from the person directly responsible to
managers and staff from other relevant departments. This helps administration to identify problems and suggest
improvements.
Analysis of Makigami is an improvement tool for raising efficiency in administrative tasks. It embodies the
down-to-earth, nuts-and-bolts approach that is the central philosophy of TPM and its basic premise is to make
administrative work seen and understood.

Translator’s Note: ‘makigami’, which means ‘rolled-up paper’, is compounded from the Japanese words ‘maki’
(rolling up) and ‘kami’ (paper).

Advantages of Makigami Analysis

The actual objects (i.e. forms) used in the administrative work processes are stuck to a roll of paper, in sequence
with the work flow. This makes it a highly graphic improvement tool with the following advantages:
Even outsiders can understand it easily, so it is highly suitable for general display
Issues can be examined on the basis of a common understanding of the situation, with relevant departments
and staff members fully involved.
The opinions of disinterested parties can also be incorporated, to help generate really original improvement
ideas.

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M o n e y into t h e e n v e l o p e Los s
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Waiting Loss A A A Z
'J losses
Conveyance Loss ©d
M a n u a l C a l c u l a t i o n Loss © © ©
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Filing L o s s A A A
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Definition of Makigami Analysis
Makigami Analysis involves a series of improvement activities carried out by internal department’s staff and
members with other relevant departments. They all meet together to:
Figure 102: Maki garni Analysis on 7 Big Administrative Losses
collected, LM Online
Understand the workflow
using the paper roll as a tool, with the aim of raising administrative efficiency and strengthening
administrative functions (both internal and interdepartmental);
Expose problems and discuss possible improvements and solutions;
Implement improvements. The results of these improvements serve to increase administrative efficiency
and strengthen administrative functions both within each department and across different departments.

Key points of Makigami Analysis

‘Reproduce’ the administrative work by using the actual forms, memos and data used.
Spot where to make improvements and come up with concrete improvement proposals, always keeping the
eyes peeled for WUS (waste, unevenness and strain) and the 7 Big Administrative Losses.
Bear in mind at all times that the aim is to improve both intra- and inter- departmental efficiency, and
strengthen administrative functions. Implement improvements that are based on the facts.
Do not stick just to intra-departmental improvements. Rather, look to raise efficiency in a way that
contributes to ‘raising overall effectiveness’ as defined in TPM.
Step – XI: Establish the safety and environment system
PILLAR 8: Safety, Health and Environment
The Health, Safety and Environment is the 8th pillar of TPM conforms that all employees in the organization are
surrounded in a safe and work conducive environment and the unsafe conditions are eliminated.
It is obvious that safe environment is productive which changes employees’ attitude towards work and resulting
to improve in quality and delivery performance improvements.

In making safe working condition, TPM teams would work towards making machines safe to use for the
operators, protect the unsafe machine areas by putting machine guards, alarming system in high risk areas,
develop Standard Operating Procedures (SOP), use of personal protective equipment and first-aid kits in the
work area. Effective measures in the shop floor ensures the safety of the machines so as to have a more
productive work-force.

This pillar has an active role as per the other pillars to check and verify on a regular basis. Usually, a committee
is constituted to establish this pillar by comprising representatives of officers as well as workers. The committee
might be headed by Senior Vice President (Technical) or Chief Operation Officer with the aim of importance of
Safety is provided in the plant. Manager (Safety) is looking after functions related to safety. To create awareness
among employees, various safety slogans, Quiz, Drama, Posters, etc., related to safety may be organized at
regular intervals.

Target of this Pillar:

1) Zero accident
2) Zero health and life damage
3) Zero fires
4) Apply safety measures through training and awareness throughout the factory.

PHASE – IV: INSTITUTIONAL PHASE

Step – XII: Recognition of TPM participation and performance award

Recognition is important initiative for further improvement the TPM journey by motivating employees for
specific technical intervention and for the AM. In TPM implemented company may develop a motivating
recognition plan by awarding to good performers and comparatively better contributors in the TPM journey,
efficient learners, best group performance. These recognitions should be in a periodic basis and should be
display in the main visual notice board in the plant for the gratitude of winners.
9.11 Basic activities of the Maintenance Department
Maintenance
Planning for all Break-Down Prepare
t h e M/c in t h e Preventive
whole Plant - Maintenance of Maintenance
Weekly, Monthly t h e Plant Check-sheet
l and Yearly basis

CAPA of t h e Break-down Changeover of

existing B/d theSKUs in t h e
Report Lines

Preventive Action Plan for

Maintenance Reduction in B/D Periodic Report
Calendar and and Preparation
Execution implementation

Develop t h e base Comptency and

of t h e Prepare data
Maintenance on skills of t h e analysis
maintenance procedures and
TPM for overall people
plant perfornance apply PDCA Cycle

r
verity t n e "
improvements improve t h e
and benefits of
t h e Plant on Post- performance t h e
Workshop
implementation
l of TPM u
Figure 103: Basic Activities of the Maintenance Section

Now a days, with the changed course of challenges of internal competency and market competition. Which is an
uphill task in the industry and is at an all-time high, TPM may be the one the techniques that stands between
success and total unprogressive for many companies. It has been proven to be a sequencer for that works. It can
adapt to work not only in production in the plants, but in infrastructure, product diversification, developing the
maintenance, transportation, and in a variety of other situations. Employees must be educated and convinced that
TPM is not just as a ‘program of the month’ and that management ought to be totally committed to this program,
rather the extended time frame necessary to implement. If everyone involved in the TPM program, an unusually
high rate of return will resolve, with comparison to resources invested and its expectable return.
9.12 Maintenance Workshop
For in-house better maintenance, many factories developed their own workshop for repair, reinstate and maintain
the equipment. As like TPM office, Workshop is controlled and work under maintenance department.

Importance of Maintenance Workshop;

i) Develop the status of all spare parts, equipment
ii) Information of all critical machines
iii) Repairs of the spares and parts
iv) Reduction the cost of maintenance
v) Common information about all units or plants
vi) Utilization of maintenance manpower for repairs at time no breakdown in the plant
vii) Design of small equipment, tools or machines in house by procuring assembling parts
viii) Suggestions and possible machine layout for future procurement
ix) Records the performance of various branded machine and equipment
x) Safety records and arrangements
xi) Involve in plant electricity and power back up system
xii) Knowledge repository.

Basic contents of workshop are;

i) Maintenance equipment
ii) Training for maintenance people
iii) Facility of wielding, cutting, drilling, grinding, installation of small lathe m/c etc.
iv) List of immediate and urgent parts
v) Making combination of various maintenance manpower like fitter, welder, electricians, helper etc.
vi) Fabrication items.

Toolroom, in a plant & workshop, refers to a space where various objects are made and repaired or an apparatus
space for any tool maker, particularly tools for use throughout the rest of the factory, jigs for setups, and other
parts to assist workers and, as an extension to production also. Tool room are important for training. Most of the
industries in a cluster, set up common tool room for multipurpose activities and cost effectiveness in tool design
and maintenance.
Table No. 69A: Workshop equipment (plant Repair & Maintenance)
Sr. No. Category List of Equipment Qty Type Remark
1 WS Equip. Welding and grinding machines
2 WS Equip. Cutter (maybe Plasma)
3 WS Equip. Gas welding machine
4 WS Equip. Drilling and small Lathe
5 WS Equip. Oxy Acetylene set
6 WS Equip. Hand Tools complete set
7 WS Equip. Compressor
8 WS Equip. Manual Fork lift
Complete set Electrical maintenance
9 WS Equip.
equipment
10 WS Equip. Hazardous Gases, PPE set
9.13 Case Study: Reduction in Breakdown Time
Introduction of the Project
Reduction in Breakdown time is a project for reducing equipment and machine maintenance in the entire factory.
For this project, selected the Machine-SH 01 to apply the basic TPM (Total Productive Maintenance) techniques.
This is very critical machine in the plant from production and customer’s perspective. This project covered the
machine diagnosis at normal operating conditions and objective of the project is early detection of abnormality
and its rapid result.
B/D Hrs o f S H 0 1 Before Project
100

>0

0
■ B/D
46 9 23 0 25
Hrs

Process description & Measurement Plan

Monthly Breakdown Hours of Shearing Machine (SH
01) After dragonizing the scope and utilization of all
machines, team selected one machine for the project which have maximum breakdown time and very critical in
all aspects of production, and try to develop it as a model machine of the plant. For this primarily, the team
started with Autonomous maintenance and note fuguai’s of machine during Gemba visit. A preventive
maintenance checklist is also followed for predictive maintenance.

In our measurement plan first of all the team collect previous year’s
maintenance data and divide this data on nature wise, reason wise and machine wise.

Situational Analysis
Areas of Breakdown F requency B/D Hrs
Blade Blunt 2 87
Spring Broken 4 21
Belt Damage 2 9
Oil Leakage 2 20
Other B/Ds 5 24
Grand Total 15 161

AM Discussion session
Maintenance
condition and its practices in the company were in poor and unorganised condition. Most of the machines have
oil leakages and other problems. There was no sign and initiatives of TPM activities. Only Breakdown
maintenance was followed by all. Supervisors and operators are not aware on to conduct the Preventive and
Predictive Maintenance practices. In SH 05 the team found different reasons of breakdown such as key broken,
Spring broken, Belt damage, gear teeth broken etc. The root cause behind the entire breakdown is poor
preventive and predictive maintenance practices.
Table: Factors of Breakdown
Improvement Plan
Standardization of the activities

Sl.
Areas of Improvement Initiatives Responsibility
No.
Availability of spare New spare blade has been
1
blade purchased
Maintenance Supervisor A. Review of critical spare parts
Follow of Daily Start Autonomous Maintenance Supervisor list is made a key point of annual
2
Maintenance Practices maintenance procedures and M/C operators maintenance plan
Operators awareness of B. Checklist for Daily
3 Training imparted to TPM Team Maintenance Supervisor
Maintenance Practices
Fuguai’s study of Daily 15 mins Gemba Visit of
maintenance
4 TPM Team C. Fuguai’s action Plan via kaizen
machine TPM Team
News Paper
D. Prepare predictive maintenance checklist.

Table: Fugai Checklist

FUGUAI CHECKLIST
Date- M/C No. -
Flywheel & Gear guards missing
Belts less than the necessary
Belts defective
Wear and tear of Nuts & Bolts
Mandrel damaged
Raw material feeding facility missing
Preventive maintenance missing
No chip removal facility
Frequent adjustments within a setup
Brake plate damaged
Motor loosely bolted at top
Lubricant leakage
Lubricant pipe broken
Pedal plate defective
Switch box defective
Hose pipe and barometer damaged
Base plates loosely bolted
Lubricant measure glass ineffective
Uneven Ram movement
B/D H r s of S H 0 1 After Project

Jan-13 Feb-13 Mar-13 April May June July Aug

13 13 13 13 13
■ B/D Hrs 9 0 3 1 0 5 1 0

Phase wise & unit wise Achievement

Average B/D Hrs. per month is reduced from 20 hrs. to 2.37 hrs.

Fig.: Breakdown Hours of Shearing Machine (SH 01)

Table: Monetary benefits of Project

Before Implementation After Implementation
Total B/D Hrs. (8 161hrs. 19 hrs.
Month)
Opportunity Cost Of (A) = (a) x (b) x (c) = 161 X (B) = (a) x (b) x (c) = 19X 50
B/D 50 X 1.5 = Rs. 12075 X 1.5 = Rs. 1425
Overall Project Benefit (A) - (B) = Rs. 12075 - Rs. 1425 = Rs. 10,650
Note: Considered areas for B/D calculations
(a) – Breakdown hrs.
(b) – Stroke per hrs.
(c) – Cost of per stroke.
 Importance of Parts in b r e a k d o w n , S a m p l e initiatives:
I m p r o v e m e n t : N o r m a l Heater to H i g h D e n s i t y C a r t r i d g e Heater

Cartridge heater

C o m m o n c a u s e s of cartridge h e a t e r f a i l u r e s
1. Contamination is a major cause of heater failure.
Moisture, hydraulic oils, and melted plastic a r e the most common contaminants that are seen
on failed heaters. Since the magnesium oxide insulation is hygroscopic i n nature, moisture is
easily absorbed into the heater and typically results in premature heater failure.
2. Lack of Heat Sink
Heaters are designed with minimum unheated (cold) sections. I f t h e heated sections project
from the platen or mold, these sections will get extremely hot due to lack of heat transfer. This
will lead to premature heater failure.
3. High Wattage Rating
Heaters with very high wattage ratings can create temperature overshoots, uneven temperature
distribution and high heater sheath temperatures, causing premature heater failure.

H i g h Density H e a t e r s
1. Ceramic end caps to prevent contamination.
To prevent contamination specially selected grain size high purity Magnesium Oxide (MgO) is
used to fill all remaining space inside the sheath thereby increasing thermal conductivity and
dielectric strength,
2. Heaters with cold sections
Heaters with cold sections anywhere along the length of the heater to prevent overheating of
the heater sheath.
3. Heater Watt Density = W/Q x D x HL (Watt/3.14*Dia*Length)
The total wattage & Length of heater remains the same b u t watt density per inch was increased
to have cold sections throughout the heater length.
4. Operate at high Sheath temperature.
Alloy 3 2 1 Stainless Steel is used instead of SS316 to provide high temperature strength, u p to
1200°F (650°C), good thermal conductivity, resistance to corrosion and scaling. Alloy 3 2 1 is a
Nickel-Chromium Stainless Steel modified with t h e addition of Titanium.
9.14 INDUSTRY TPM STUDY
Calculation
OEE (Overall Equipment Efficiency), OEE = A x PE x Q
' d 1327443 1 5 0 11920itjpl01m anKfriUKOEB C h art
■M
a

n
t
e
n
a
n
150 105 150
c
e

B
r
e
a
k
. d

TPM monitoring
Table No. 69B: Sample Overall equipment efficiency Measurement Sheet
Fill in the highlighted areas with your production data for a single shift. In some cases, you may
have to convert units to simplify the calculation. For example, 3960 PPH (Pieces per Hour) is 66
PPM (Pieces per Minute).
Production Data
Shift Length 8 Hours = 480 Minutes
Minutes Each Minutes
Short Breaks 2 Breaks @ 15 30
= Total
Minutes Each Minutes
Meal Break 1 Breaks @ 30 30
= Total
Down Time 47 Minutes
Ideal Run Rate 60 PPM (Pieces Per Minute)
Total Pieces 19,271 Pieces
Reject Pieces 423 Pieces
Support Variable Calculation Result
Planned
Shift Length - Breaks 420 Minutes
Production Time
Operating Time Planned Production Time - Down Time 373 Minutes
Good Pieces Total Pieces - Reject Pieces 18,848 Pieces
Plant
OEE Factor Calculation
OEE%
Availability Operating Time / Planned Production Time 88.81%
Performance (Total Pieces / Operation Time) / Ideal Run Rate 86.11%
Quality Good Pieces / Total Pieces 97.80%
Overall OEE Availability x Performance x Quality 74.79%
World My
OEE Factor
Class OEE%
Availability 90.00% 88.81%
Performance 95.00% 86.11%
Quality 99.90% 97.80%
 Overall OEE 85.00% 74.79%
World Class Overall OEE for discrete manufacturing plants is generally considered to be 85% or
better.
The Sample study indicate that the average Overall OEE score for discrete manufacturing plants
is approximately 75%.
Note: There are excel OEE Calculation sheet also enclosed in Annexure as per the Industry use

OEE Result
Production B/D
Color No. of OEE
Date Size Quality Time
(m 2) (min.)
change Alarm (%)
18-Apr 8" x 12" 5785 90.9 215 24 138 66.25
19-Apr 8" x 12" 5224 91.8 345 19 53 56.68
20-Apr 8" x 12" 4588 87.5 470 34 87 29.33
21-Apr 8" x 12" 5526 91.3 225 35 67 65.34

Performance Gap

OEE(%), 1 9 - A p r , ■34,4, 30%

-t-OEE(%) JEe(%), 2 0 - A p r ,
29.33,3, 13%
• Level - Highest

Problems are identified after the Data Analysis

3
n
y

0
Percent
X
M V %

“< V
v

\
o s.

m co o
OWN
doo
d iri J

0
F MP

§050
H
n

Problem Identified Proposed Action to Target

Responsibility Status Remark
Statement Causes Action be Taken Date
Gear box Gear box
Gear Box
to be to be Planned
problem
change change
M/C
Breakdown For more For more
Heavy work work 30-04-
Planned
work output output 2019
load change change
machine machine

List of Critical Equipment - EPN analysis

List of Critical Spare, Mechanical
Spare Activities / Factors of Criticality Remark
 Part Operation Importance B/D Maintainability Time Cost Total
Averag e

Ba ll Mov ing
4 3 3 2 2 2.8
bearing o p eration
G.M Moving
4 3 3 2 1 2.6
bush o p eration
Helical Power
4 2 2 2 2 2.4
g ear transmission
Power
V-belt 4 1 1 1 2 1.8
transmission

9.15 About EPN analysis of the Inventory maintenance items

It is generated for better inventory control of the spare parts in the plant aimed for establishing a calculation system for the major use items in the
workshop and plant. It is designed as per the various items like mechanical, electrical and electronics. It is measured on the following parameters;

(1) IMPORTANT : Critically, Technologically, Availability in the Line and Lines

(2) BREAKDOWN : Most Occurred B/D due to this equipment
(3) MAINTENANCE : Difficult / critical to Maintain / Repair / replace
(4) TIME : Most Time Consuming in Replacement / Repair etc.
(5) COST : Most Costly Items

9.16 Daily CLIT Sheet (Cleaning, Lubrication, Inspection and Tightening), is conducted during the scheduled plan time in the plant and
specific shop floor.

Table No. 70: Daily CLIT (Cleanin g Lubrication Insp ection and Tig htenin g Sheet)
Overall Equipment Monitoring and Effectiveness Table
Excel Table for Calculation
Duration of
Plan Time
(Min.) Total
Cycle Set Up
Part Shift PPT BDT Down OT Act.
Machine Time Length It variates Time Rejection A% P% Q% OEE%
Nam (Mint.) (Min) Time (Mint.) Prod.
Name (49 as per the (Mint.)
e (Mint.)
sec) Plant and
machineries
Hrs Min.
CNC-01 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-02 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-03 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-04 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-05 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-06 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-07 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-08 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-09 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-10 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-11 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-12 49 12 720 120 600 100 35 135 465 428 50.0 77.5% 75.17% 88.3% 51%
CNC-13 49 12 720 121 599 100 35 135 464 428 50.0 77.5% 75.33% 88.3% 52%
CNC-14 49 12 720 122 598 100 35 135 463 428 50.0 77.4% 75.49% 88.3% 52%
CNC-15 49 12 720 123 597 100 35 135 462 428 50.0 77.4% 75.66% 88.3% 52%
CNC-16 49 12 720 124 596 100 35 135 461 428 50.0 77.3% 75.82% 88.3% 52%
CNC-17 49 12 720 125 595 100 35 135 460 428 50.0 77.3% 75.99% 88.3% 52%
CNC-18 49 12 720 126 594 100 35 135 459 428 50.0 77.3% 76.15% 88.3% 52%
CNC-19 49 12 720 127 593 100 35 135 458 428 50.0 77.2% 76.32% 88.3% 52%
CNC-20 49 12 720 128 592 100 35 135 457 428 50.0 77.2% 76.48% 88.3% 52%
CNC-21 49 12 720 129 591 100 35 135 456 428 50.0 77.2% 76.65% 88.3% 52%
QC Team for TPM formed with following members:

Name of the Team Members

Activities to be done step by step are following:
1. Analysis charts of breakdown, Quality and Cause analysis.
2. Meeting first 15 days every day 4:00 pm to 5:00 pm.
3. Decision Making Procedures
(i) Brainstorming
(ii) Pareto analysis
(iii) Cause –effect or root cause analysis
(iv) Why-why analysis
(v) Delphi- method

Documentations of following
4. Action Plan: Action plan should be visual in the following format:
Table No. 71: TPM Action Plan
Execution /
Sr. Corrective New
Problem Target Responsibility Remark
No. Action Initiatives
Date

Planning of corrective Action.

5. Continuation of the improvements.

Process of CAPA (Corrective and preventive action)

This technique is applied in industry for heading towards solution. Corrective Action refers the elimination of
the causes of an existing non-conformity or undesirable condition in workplace and to prevent recurrence. In
Preventive Action, it starts from identification and then elimination of the causes of potential nonconformities in
order to stop further happening.
Steps of CAPA
1) Make the Team for realization and solution of the problem
2) Collection of organized Data to validate the problems
3) Analyze the data with applicable tools
4) Onsite visit to verify the problems
5) Develop solutions
6) Make action plan and responsible person to implement the solutions
7) Execute the solutions
8) Validate the implementation and keep in record

Materiel

opaeraror may be nor

experl ire
y ri/r_ r i o t tiiuck by oper uLor L_C?dlCOCj C2

Problems in
Machines

Se i d l e r

Methods

LEAKAGE PROBLEM
Sr.
Material Man M/C Mother cause Measure Method
No.
Heater quality not Operator not Structure not
1 Sealer
good check good
Vender not gives Operator not Sealer jaw
2
Good Quality check out
Operator may
3 be not Bolt Lose
experience
M/c not check
4 Vibration
by operator
Pressure
5
Low
6 Cleaning
SOLUTION OF LEAKAGE
Sr. Target
Problem Solution Action taken by Remark
No. Date
Sealer Quality should be Operator & maintenance
1
Problem improved person
Method should be Operator & maintenance
2
change person
Proper cleaning Operator & maintenance
3
with checkpoints person

OPENING PROBLEM
Sr. Material Man M/C Mother Measure Method
No. cause
Operators not Vender not
Quality of
1 Experienced to provided good
carton
Identify the Solution quality Spares
2 Magazine lose
3 Tai rod loose
Opening came
4
loose
5 Vacuum problem
6 Setting out
SOLUTION OF CARTON OPENING
Sr. Action taken Target
Problem Solution Remark
No. by Date
Quality of It should come by quality Section
1
carton not best check Leader
Magazine Before run the machine, it Section
2
loose should check by operator Leader
Before run the machine, it
3 Tai rod loose Operator
should check by operator
Before run the machine,
vacuum
4 vacuum air filter should be Operator
problem
check by operator
Operator should be
5 setting out Supervisor
experience

PROBLEM WEIGHT VARIATION

Sr. Mother
Material Man M/C Measure Method
No. cause
Operator not
Powder Screw shaft Density
1 gives proper time
form bend variable
to mix
2 Maintenance Screw not ok Stirrer design
Stirrer not
3
work properly

SOLUTION OF WEIGHT VARIATION

Sr. Action taken Target
Problem Solution Remark
No. by Date
Operator not gives Give the proper time to Operator/
1
proper time to mix mix supervisor
Shaft should be repair Maintenance
2 Screw shaft bend
or change person
Screw should be repair Maintenance
3 Screw not ok
or change person
Stirrer should be check
Stirrer not work Maintenance
4 and repair by
properly person
maintenance
It is mother cause even
stirrer should be work Maintenance
5 Density variable
properly then it will be person
solved
6 Stirrer design It is improvement factor Maintenance
so we can improve person with
 third party

Table No. 72: Machine maintenance breakdown records

Name of M/C 13- 14- 14- 14- 14- 14- Total AVG.
Machine No. Dec Jan Feb Mar Apr Ma y Hrs. Hrs.
Hammer
GHG1 0 5 5 5 3 2.75 20.75 3.46
Grinder
Hammer
GHG2 0 0 2 5 2.95 3.5 13.45 2.24
Grinder
Micro
GMP1 0 3 5 5 5 2.5 20.5 3.42
Pulverizer
Micro
GMP2 4 5 7 8 10.25 8.25 42.5 7.08
Pulverizer
Micro
GMP3 5 5 5 7 11.25 9.75 43 7.17
Pulverizer
Micro
GMP4 4 4 6 7 11.75 7.25 40 6.67
Pulverizer
Micro
GMP5 3 5 5 8 10.45 8.7 40.15 6.69
Pulverizer
Micro
GMP6 2 7 5 9 10.25 8.25 41.5 6.92
Pulverizer
Micro
GMP7 2 5 5 6 9.75 5.75 33.5 5.58
Pulverizer
Line 1 GL1 5 10 10 12 6.85 7.05 50.9 8.48
Line 2 GL2 10 5 10 10 6.45 7.25 48.7 8.12
VFFS 500/200 PVF1 5 5 7 5 2 4.4 28.4 4.73
VFFS 10/200 PVF2 6 8 10 7 11 16.15 58.15 9.69
VFF 500/1000 PVF3 5 5 5 5 2 3.1 25.1 4.18
AFFS 100 PAF1 5 8 5 5 2 3.2 28.2 4.70
AFFS 100 PAF2 4 8 5 4 2 4.2 27.2 4.53
FFS 50 PFB1 4 5 2 6 1 7.1 25.1 4.18
FFS 50 PFS1 6 10 3 2 0 1 22 3.67
Line carton PCR1 9 12 15 10 17 6.5 69.5 11.58
Line carton PCP1 8 14 16 10 15 29.4 92.4 15.40
Line carton PCP2 10 11 15 15 14 16.5 81.5 13.58
FFS Auger
PAF6 9 10 12 11 9 15.05 66.05 11.01
Filler 8-12 g m
FFS Auger
Filler 10- PAF5 8 9 10 9 10 24.3 70.3 11.72
15 g m
FFS Auger
Filler 10- PAF7 7 10 10 10 11 18.1 66.1 11.02
15 g m
Cup Filler
PFF13 0 7 5 0 0 0 12 2.00
10 g m
Cup Filler
PFF11 0 8 5 0 0 0 13 2.17
10 g m
Salt Plant SCM1 4 5 5 5 5 10 34 5.67
125 189 195 186 188.95 230 1113.95 185.66

Table No. 73: Preventive/ Schedule Maintenance

PREVENTIVE/ SCHEDULE MAINTENANCE
Total
Sr. Name of the No of Frequency No of Total
Time Remark
No. Machine Machines (Yearly) Manpower Time
(Hours)
Hammer
1 2 12 4 2 192
Grinder
Micro
2 Pulverizes 7 12 4 2 672
(Grinder)
3 Line 2 12 6 2 288
4 Metal Detector 2 12 0.5 1 12
5 Small Grinder 1 12 2 1 24
6 Sievin g M/C 6 4 4 2 192
Air
7 Compressor 2 12 4 2 192
(Screw Typ e)
8 Chiller Plant 1 12 4 1 48
9 Boiler 1 12 6 2 144
Diesel
10 4 4 4 2 128
Generator
Line Carton
11 3 12 12 2 864
M/C
12 FFS M/C 18 4 4 2 576
13 FFS M/C 9 4 4 2 288
14 Cooling Tower 1 2 8 2 32
15 TOTAL 59 126 66.5 25 3652
Table No. 74: Sam ple Maintenance Workman Skill Sheet
WORKMAN SKILL SHEET
S. Remark for
Name Designation Qualification Experience
No. Im provement
1 Sr. Executive Graduate / ITI 35
Maintenance Diploma in
2 1.5+10
Officer Electrical
3 Boiler attend. 10th 10
4 Boiler attend. Graduate 7+15
5 0 22
6 Electrician 12th + ITI 8+12
7 Electrician 10th + ITI 28
8 Fitter/ Electrician 12th 10
9 Electrician ITI 6
10 Helper Contract
11 Helper
12 Helper
13 Helper
14 Helper
15 Apprentice
16 Apprentice
17 Helper
List of Critical Equipment
Table No. 75: Spare Parts Criticality Assessment
SPARE PARTS CRITICALITY ASSESSMENT; 6 TRACK M/C
Criticality Factors
Sl. Activities/ Overall
Spare Parts Description Remarks
No. operation Importance B/D Maintainability Time Cost Criticality

Main motor
1 AC DRIVE 3 HP 3 PHASE 415 VOLT 5 1 3 3 3 3
2.2 kw
Batch
2 L CONNECTOR-SMC-5 cutting 5 1 2 2 2 2.4
/perforation
Batch
3 AIR CYLINDER-25-5 cutting/ 5 1 2 2 2 2.4
perforation
4 FUNNEL (MODIFIED) Funnel 5 3 4 5 3 4
Batch
PERFORATION BLADE U TYPE-430
5 cutting/ 5 1 2 2 1 2.2
MM LENGTH
perforation
HORIZONTAL SEALER-430 MM
6 Sealing 4 4 2 3 4 3.4
LENGTH
SOLID STATE RELAY 701UNI ZDA
7 Heater 5 4 2 2 1 2.8
332500 P.NO.707158
PID TEMPERATURE CONTROLLER
8 Heater 5 3 2 3 3 3.2
P.NO.711110
THERMOCUPLE WIRE, J-TYPE
9 Heater 4 3 2 2 2 2.6
P.NO.904007
SOLID STATE RELAY (ZDA3325-00)
10 Heater 3 4 2 2 3 2.8
P.NO.707158
FILTER REGULATOR MAKE FESTO
11 Machine 1 1 1 1 2 1.2
FRC-1/4-DM
12 SOLINOIDE VALVE MFH-5-1/8 Machine 4 2 2 2 2 2.4
13 SOLID STATE RELAY (JDA) Heater 5 4 2 2 1 2.8
PNEUMATIC CYLINDER DNU -32-25-
14 Cutting 5 3 2 2 4 3.2
PP-VA
15 ROD END BEARING 16 LH filling 4 3 3 5 3 3.6
16 ROD END BEARING 16 RH filling 4 3 3 5 3 3.6
17 POWER SUPPLY 24V DC Panel 5 3 2 2 3 3
18 MAGNET Hopper 2 2 1 1 2 1.6
Edge
19 Web Aligner BST-500 5 2 1 1 3 2.4
Guide
Traverse Feedback cable Bulletin-,
20 Traverse 5 3 2 2 3 3
2090DANFCTS05,Series"A",No.200379
Traverse supply cable Bulletin-
21 2090DANPT16S05 series "A" No- Traverse 5 3 2 2 3 3
200379
Pull Roller OD-65mm,ID-30mm,Rubber Cutting
22 5 3 2 2 3 3
width-10mm assembly
Cutting
23 Rotary cutter Plane 5 3 2 2 3 3
assembly
Cutting
24 Rotary cutter notching,16cut,08mm 5 3 2 2 3 3
assembly
Cutting
25 STRAIGHT CUTTER 10 * 100 * 3 MM 5 5 2 2 3 3.4
assembly
26 vertical Sealer Sealing 4 2 2 2 2 2.4
27 Front box shaft Sealing 4 2 4 3 2 3
28 BEARING-LM16 Sealer Jaw 5 3 5 5 3 4.2
29 BEARING-LM20 Sealer Jaw 5 3 3 5 3 3.8
30 BEARING-LM40 Sealer Jaw 5 3 3 5 3 3.8
31 Cam Follower BEARING CF-6 Sealer Jaw 5 3 3 5 3 3.8
32 RUBBER BELT A-57 Motor 3 3 1 2 2 2.2
33 BALL BEARING 6004 Filling 5 3 3 3 3 3.4
 34 BALL BEARING 6005 Filling 5 3 3 3 3 3.4
35 BALL BEARING 6006 Sealer Jaw 5 3 3 5 3 3.8
36 BALL BEARING 6205 ZZ SKF Sealer Jaw 5 3 3 5 3 3.8

Scale of Measurement is in Likert scale in 1 to 5, 1 is least and 5 is highest.

(1) IMPORTANT: Critically, Technologically, Availability in the Line and Lines

(2) BREAKDOWN: Most Occurred B/D due to this equipment
(3) MAINTENANCE: Difficult / critical to Maintain / Repair / replace
(4) TIME: Most Time Consuming in Replacement / Repair etc.
(5) COST: Most Costly Items

F Control of Inventory and stock of the Items with score more than 3 points
Table No. 76: Spare Parts Criticalit Assessment: Sam ple Zipper M/c Sam ple
SPARE PARTS CRITICALITY ASSESSMENT: ZIPPER
Criticality
Sl. Overall
Spare Parts Description Remarks
No Importance B/D Maintenance Time Cost Criticality

1 SHUTTER BOLT 5 2 2 1 2 2.4

2 GRIPPER SET LH/RH 5 3 2 2 2 2.8
3 SPRING SET FOR CUTTER 5 3 2 3 2 3.0
4 SPRING SET FOR PK-90 5 3 2 1 2 2.6
5 CUTTING KNIFE SPRING 5 3 2 1 2 2.6
PNEUMATIC CYLINDER
6 5 2 2 2 3 2.8
BRACKET
7 Knife Holder-90/12/20 5 2 2 3 2 2.8
8 Knife Holder Pin-90/12/19 5 2 2 3 2 2.8
Compressive Spring knife-
9 5 3 2 1 2 2.6
90/SP/18
10 Knife Sp rin g -90/SP/01 5 3 2 1 2 2.6
Pouch Receiving Pusher-
11 5 3 2 4 2 3.2
90/14/12
Pouch Receiving Pusher-
12 5 3 2 4 3 3.4
90/19/08
13 Helical Sp rin g -90/SP/05 5 2 2 1 2 2.4
14 Pouch Discharg e Pusher 5 2 3 3 3 3.2
15 Foldin g Ed g e 5 3 2 1 3 2.8
Greasing Tube 1mtr Both
16 2 3 2 1 3 2.2
side ferule Connected
Thermocouple Sensor with
17 5 2 1 1 3 2.4
Connector-5*50 MM
18 Silencer-U-1/8 5 3 1 2 4 3.0
19 Silencer-U-1/4 5 3 1 2 4 3.0
Pneumatics Cylinder-DNU-
20 5 2 2 2 4 3.0
40-25 PPV-A
21 Weavin g Threaded p in 5 2 2 3 3 3.0
22 Pap er Guide 3 2 2 3 3 2.6
23 Teflon Pusher-MPO 5 2 2 3 3 3.0
Zipper Sealing Plate-Part
24 5 2 2 3 3 3.0
no.938519
25 To p Sealin g Jaw-90/18/14 5 2 2 3 3 3.0
26 To p Sealin g Jaw-90/18/15 5 2 2 3 3 3.0
Cam for Vertical Sealing
27 5 2 2 3 3 3.0
-90-04-26
Big Sealing Leaver--Part No.
28 5 2 2 3 3 3.0
90/08/03
Small Sealing Leaver--part
29 5 2 2 3 3 3.0
No. 90/08/04
30 Aluminum Gripp er Disc 5 2 2 4 3 3.2
31 GRIPPER FINGER CLIP 5 2 3 3 3 3.2
CAM FOR TRANSFER
32 5 2 3 3 3 3.2
KEY
33 NYLON GEAR 5 2 2 3 3 3.0
BRASS TOP SEALING JAW
34 5 2 2 3 3 3.0
(LINE SERRATION)
CONNECTOR- PART NO.-
35 5 2 2 2 3 2.8
A-16921
VERTICAL SEALING JAW
36 5 2 3 2 3 3.0
DRG.NO. 30/11/03
PULLER RUBBER
37 ROLLER 90/09/08-0- 5 2 3 2 3 3.0
RUBER
PULLER RUBBER
38 5 2 3 2 3 3.0
ROLLER 90/09/08-0-MS
CAM FOLLOWER
39 5 2 3 2 3 3.0
BEARING CF-10 LUUR
40 FLANGE BEARING 5 2 3 3 3 3.2
 UCFL204 DBF2H204
AUTO WEB FORK
41 SENSOR 40 X 10 5 2 2 2 3 2.8
ENSF24D40OC
C HEATER 5/8"X
42 220MMX400W X230 5 2 2 3 3 3.0
VOLT. (TOP HEATER)
AIR GRIPPER R/259 (MP),
43 SMC 1 MHY2-16 5 2 2 2 3 2.8
D,max.p ress.0
Z.P. POUCH M/C.RELAY
44 5 2 2 2 3 2.8
24V.DC 11PIN
Z.P. POUCH M/C.RELAY
45 5 2 3 2 3 3.0
BASE 11PIN
46 LEVER FP101-103 LH 5 2 3 2 3 3.0
47 SPOON BELT 5 2 3 2 3 3.0
GRIPPER SET R/L
48 5 2 2 3 3 3.0
ASSEMBLY
49 DOWLED TAPPER PIN 5 2 2 3 3 3.0
VARIABLE SPEED
50 5 2 2 3 3 3.0
PULLEY SWATI MAKE
BRASS TOP SEALING JAW
51 5 2 2 3 3 3.0
(LINE SERRATION)
52 GRIPPER SPRING - BIG 5 2 2 3 3 3.0
53 GRIPPER SPRING - SMALL 5 2 2 2 3 2.8
54 CUTTING KNIFE 5 2 2 3 3 3.0
55 CUTTING KNIFE GUIDE 5 2 3 2 4 3.2
SOLENOID VALVE WITH
56 5 2 3 2 4 3.2
COIL TYPE-MFH-3-1/4
SOLENOID VALVE WITH
57 5 2 3 2 4 3.2
COIL TYPE MFH-5-1/8
PLC FX3GE-24MT/ESS
58 5 2 2 4 4 3.4
make-Misthibusi
59 HMI Model-GS2107-WTBD 5 2 2 3 4 3.2
VFD,Mitsuhhsi,Model-FR-
60 D740-050- 5 2 2 4 4 3.4
EC,1AVB04100,C4904R023
Expansion FX 2N-8 EYT-
61 5 2 2 4 4 3.4
ESS)
Expansion FX 2N-8 EYT-
62 5 2 2 4 4 3.4
ESS)

Spare parts which have rating above 3 have been considered as critical parts/ spares. These parts must be available in store / inventory to reduce
breakdown time due to unavailability of spare parts.
Table No. 77: List of Critical Electrical Spare
List of Critical Electrical Spare
Criticality Overall
SI. Activities/ Remar
SPARE PART Criticalit
No. Operation Imp B/D Maint. Time Cost k
y
Power
1 Main switch ON/OFF 4 2 3 2 3 2.8
switch
2 Fuse For Safety 4 2 3 2 2 2.3
3 MCB For Safety 3 2 3 2 2 2.3
control
4 TRANSFORMER 4 2 3 2 4 3
su pp ly
Line
5 CONTECTOR 4 3 3 2 3 3
contactor
OVER LOAD Motor
6 3 3 3 2 2 2.3
RELAY safety
system
7 PUSH BATTAN Operator 2 1 3 1 1 1.6
switch
monitor &
8 HMI 4 2 3 4 3 3.2
Control
A.C motor
9 A.C DRIVE 5 2 3 5 5 4
drive
Servo
10 SERVO DRIVE motor 5 2 3 5 5 4
drive
Program
11 PLC logic 5 2 3 5 5 4
controller
Limit
12 LIMIT SWITCH 2 2 3 2 2 2.2
controller
System
13 SENSOR 4 1 3 1 1 2
Identify
Micro
14 MICRO SWITCH 3 3 3 2 2 2.6
control
Temp.
15 PID 3 2 3 2 3 2.6
controller
Pneumatic
SOLENOID /
16 4 2 3 2 3 2.8
VALVES Hydraulic
controller
Heat
17 HEATER 4 4 3 2 2 3
g enerator
Temp.
THARMOCOPAL
18 controller 3 4 3 2 2 2.8
WIRE
wire
Servo
19 SERVO MOTOR 5 1 3 4 5 3.6
motor
Screw
20 CLUTCH 4 3 3 2 4 3.2
controller
PHOTO
Clutch
21 ELECTRIC 4 3 3 2 4 3.2
controller
PANEL
Voltage
22 AVR 5 2 3 2 4 3.2
controller
23 SSR Relay 3 1 3 2 3 2.4
Supply
24 SMPS SUPPLAY 4 2 3 2 4 3
controller
Warring
25 CONNECTOR 2 1 3 2 1 1.8
connector
FOR
26 Encoder cable SERVO 5 2 3 2 5 3.3
MOTOR
9.17 About Fuguai
Fuguai in Japanese word called abnormality. The abnormality is unneeded thing which located at the wrong
places or situations. In most conditions, the abnormality affected physical, functional and safety problems
especially for machines.

Fuguai = Deviation, Abnormality

Functional Defects
Pollution
Difficult to Access/Observe
Hard to Load/Operate
Unsafe
Safety, Health, Environment, Quality (SHEQ) “unfriendly”
Undesirable Tasks
“F” Tags are used to highlight Deviations, Faults or Abnormalities.
Table No. 78: FUGUAI CHART
FUGUAI CHART Month -
Machine
Week1 Week2 Week3 Week4
Name/Code:
Status Status Status Remarks Status
S. Check
Remarks Remarks Remarks
No. Points NOT NOT NOT NOT
OK OK OK OK
OK OK OK OK
Overall
1 machine
cleaning
Position of
2
all wiring
Cleaning
and
3 alignment of
glue
applicator
Cleaning of
4 Adhesive
unit
Cleaning
and
5
alignment of
sealing jaws
Alignment
of ejection
plates,
pusher
6
plates and
carton
opening
fingers
Cleaning of
conveyor
7
belt and its
alignment
Heating
element
8
temperature
setting
Check the
9 starter
condition
Sound and
10 vibration of
machine
11 Schedule
 Maintenance
Checked By: Verified By:
 WORKSHOP LOGBOOK
Table No. 78A: Proposed Recording Process of the Workshop Logbook
Date and
Date and
Name of Attended Time of Signed
Date of Time of the
Sr. the Job/ Types of By – the by
Received Completion Remark
No. Repair Problems Team Starting Team
Complains the
Activities Members the Leader
Problems
Problems
Table No. 79: Daily Machine Check Sheet
SCAS Daily Check Sheet for Winget Machine and Flying saw
Month - Ma y ,
Description 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 3

GREASING
Bearing
Cross joint

Nut bolt tig hten

Coupling
Shaft
bracket
Plate
Bracket

Oiling
Gearbox -
winget
Gearbox -
flying saw

CHECKING
Hydraulic
pipe line
Cylinders
Gear
Shaft
Shaft
housing
Bearing
Lock
Bushes
Bolts

Name of
technician.
 SME Corner

After Work study/ Time study, Lean and TQM; TPM is another important technique to be added
in the total improvement journey. It is important, that the critical and most essential production
contributor is machines, equipment and plant technology. For conservation of the efficiency
and performance, the production system required various types of maintenance. To apply the
correct method of maintenance procedures through low cost arrangements effectively, TPM is
essential to fulfill the target.

Any SME should fundamentally set up the minimum level of total maintenance concept and
then grow up i t to higher level as per the knowledge and experiences of operators and
maintenance people.

Develop plant's own TPM program, machine & equipment's record with their history, priority,
life, status, maintainability, critical list of parts and a simple analysis of these as per the
understanding of the plant maintenance people.

Impart Training to all employees as per their levels & involvement, generate a follow up /
feedback system of the machines and monthly MIS on maintenance through the maintenance
team.

Initiate the calculation of OEE of the main M/cs, Lines and plant, which will show the necessities

Self-assessment questions

i) Why TPM is important for the Plant?

ii) What are the basic maintenance practices and TPM Techniques?
iii) How to measure the system reliability?
iv) What are the Failures?
v) How many types of losses occurs in the Plant?
vi) Which Maintenance process and practices used in your Plant?
vii) Describe the 12 Steps of TPM implementation in an organization?
viii) What is improvement in administrative efficiency through Makigami?
ix) How to prepare the list of Critical Equipment through EPN analysis?
x) What is importance of setting up a tool room?
xi) Find use of daily CLIT and Fuguai?
 Chapter - X
Concept of Six Sigma
10.1 INTRODUCTION
Six-sigma introduced in the industry as a problem-solving technique and for business improvement. Since the
introduction, this practice is used more industries mostly in production and services. This method applies for
organization efficiency through process capability, measurement & monitoring of the customer’s specifications
during production and also to define the range of product & delivery performances as per customer demand. It
solves the critical business problems related to, customers, processes, service inefficiency etc., through
statistical analysis and implement of various quality engineering techniques and improvement methods.

On mathematical basics of Six Sigma, it may be started in 1809 by Carl Frederich Gauss through his statistical
concept of the "bell curve" provided us a graphical presentation of the number of samples in the vertical axis
against their measured values in the horizontal axis. Most samples are close to middle or average value, so the
curve expansion is highest in this area and farther the measured values from the average on the horizontal axis,
the samples becoming lower and the curve is low at each end. The ‘sigma’ stands the ‘standard deviation’, is a
measurement of this bell curve shape in steep or flat.

In the middle of 1920s, Walter A. Shewhart of Western Electric, made some important value additions in this
concept on manufacturing of machinery, which should be adjusted only when it regularly produced defective
products due to an ‘assignable cause’. He defined that defects or faults, due to ‘chance’ or ‘common causes’ or
non-assignable cause and ‘special cause’ or ‘assignable cause’ of unnatural patter. Common causes are usual,
may not require corrective action, because by simply introduce new variables without any likelihood of making
an improvement, but special cause not random, there is always an assignable cause for this. Shewhart applied a
"three Sigma" approach, statistically "normal" distribution, about 99.7% of all samples will have a value within
3 standard deviations from the average value.

Motorola is the first company in the world who developed the six-sigma methodology in mid1987. It is a
constellation of various technical tools related to quality, control chart with Shewhart tool etc. Bill Smith of
Motorola may be designated as father of six-sigma, who applied this concept and got first Malcom Baldridge
National Quality Award in the year 1988.

After the success of six-sigma in the Motorola, other companies such as General Electric, Honeywell, Dow
Chemical, DuPont, Whirlpool etc., introduced the six-sigma in their organization. Looking at the success of
these organizations, many other organizations in the world adopted six-sigma process for better quality, business
solutions, better customer services and train their employees in six-sigma processes for best system and output.
Experts gives the credit of inventing six-sigma to Motorola but Jack Welch in General Electric made it more
effective and popular.

Six-sigma approach made for better output or on dependent factor, Y = f (x), x = independent variables, in six-
sigma, it also called Input factor.
Six sigma focuses on customer, employee engagement, problems & defects, growth and monitoring.
Jack Welch, the iconic GE Chairman said on six sigma company, “I see a six-sigma company as a company,
where its management understands that variation is evil and that you can serve customers with what they want,
when they want”

It is also a data driven measurement techniques, for all critical process metrics and their contributing factors. It
is a set of tools, includes all the qualitative and quantitative techniques used in the Six Sigma to drive process
improvement. Most of such tools are statistical that included the statistical process control (SPC), control charts,
failure mode, hypothesis testing and effects analysis, and process mapping.

10.2 Meaning and symbol of Sigma and Z

Sigma symbolize as Ϭ , statistically it is called standard deviation and in six-sigma, it is spread of 3Ϭupper and
lower from the mean or average of any process, procedures or performance. The more the sigma level the less
will be defects. For any industry and business activities, six sigma capability denoted as Z-value, it is a matric
which indicates what the performance of the business is. The more the z-value increases the decreasing will be
defects level.
Z value, basically, is the number of standard deviations between the mean and some number. When this number
is a control limit, it becomes a capability metric. It is synonymous with the sigma level; 6 sigma levels are equal
to a Z score of 6.

Some approaches to Quality over the years

Table No. 80: Trend of Industry on Quality and Six-sigma
Approach Approximate Time frame short description
Quality circle started as one of the steps of quality
improvement, where group of workers / employee from same
or similar work, meet regularly to identify, analyze and solve
Quality work-related problems. Quality circles originated in Japan,
1979–1981
Circles where they are called quality control circles. The term quality
circles, most accessibly defined by Professor Kaoru Ishikawa in
his 1985 handbook, "What is Total Quality Control? The
Japanese Way"
Statistical process control (SPC) is one of the methods of quality
control with statistical tools to monitor and control a process,
Statistical which applies to ensure that the process operates efficiently,
process Mid-1980s producing more specification-conforming products with less
control (SPC) waste (rework or scrap). It also called statistical quality control.
SPC was pioneered by Walter A. Shewhart at Bell
Laboratories in the early 1920s.
It is a series of standards on quality management system and
quality assurance developed by International Organization for
Standards, to help companies effectively document the quality
system, elements to be implemented to maintain an efficient
quality system. The standards, initially published in 1987, are
not specific to any particular industry, product, or service.
ISO 9000 1987–present
The standards were developed as specialized international
agency for standardization composed of the national standards
bodies of 91 countries. The standards underwent major revision
in 2000 and now include ISO 9000:2005 (definitions), ISO
9001:2008 (requirements), and ISO 9004:2000 (continuous
improvement).
Reengineering concept introduced by Michael Hammer and
James Champy in their 1993 published book
'Reengineering the Corporation' as "Fundamental rethinking
and radical redesign of business process to achieve dramatic
Reengineering 1996–1997
improvements in critical measures of performance such as cost,
service, and speed." The techniques are to modify the processes
for better services with process optimization, time and
completion with quality.
It is an improvement through understanding, measuring and
setting company’s own performance against that of best-in-
class companies in the similar industry, determines how those
companies achieved their performance levels, and uses the
information to improve its own performance.
Benchmarking 1988–1996
Benchmarking is a practice of business processes
and performance metrics to industry bests and best
practices from other companies with dimensions typically
measured are quality, time and cost. The areas of benchmarking
may include strategies, operations, processes, and procedures.
The balanced scorecard (BSC) is a strategic planning and
Balanced 1990s– management system that organizations use estimate what are
Scorecard present trying to achieve. Align the day-to-day work that everyone is
doing with strategy. Prioritize projects, products, and services.
This award established by the U.S. Congress in 1987 to raise
awareness of quality management and recognize U.S.
companies that have implemented successfully quality
Malcolm
management systems. Awards offers annually in each of six
Baldrige
categories: manufacturing company, service company, small
National 1987–present
business, education, health care, and non-profit. The award is
Quality Award
named after the late secretary of commerce Malcolm Baldrige, a
(MBNQA)
proponent of quality management. The U.S. Commerce
Department’s National Institute of Standards and Technology
manages the award, and ASQ administers it.
Six Sigma 1995–present Described in this chapter
Lean 2000–present Described in Lean Manufacturing chapter
 manufacturing
This approach combines the individual concepts of Lean and
Lean-Six
2002–present Six Sigma and recognizes that both are necessary to effectively
Sigma
drive sustained improvement.

10.3 Six sigma Techniques, system and managerial approach

Six sigma management system have three basic procedures, starting from problem identification, it’s
measurement and solving for improvement through DMAIC, DMADV and DFSS.

The phases of DMAIC is define, measure, analyze, improve and control are applicable for the process and system
improvement for existing system and from existing to better in future.
Figure 104: Phases and purpose of Six-sigma

Define

Improv Measur
e e

Analyz
e

DMADV consist of define, measure, analyze, design and verify for

a new system, product and process.
DFSS is design of six-sigma is relevant to the complex system, in product synthesis phase and extraordinary
system development, to generate new process. DFSS could be applied in the industries like finance, marketing,
basic engineering, process industries, waste management and may be in electronics to use the statistical tools
like linear regression and enables empirical research techniques.

Six Sigma is a management methodology for quality applying to the organizations to help businesses for
improving the current processes, products or services by identifying, realizing and eliminating defects. Broad
aim is to streamline quality control in manufacturing or business processes, so there is little to no variance
throughout production to final delivery to the customer.
 Methodology of Six Sigma

Techniques Six Sigma

of Problem Metric Techniques / Philosophy
Solving Management

quality DMAIC DMADV DFSS Focus on

performance Customer
Y = fix) means 3.4
defects per Defects
million Improve Automated
Existing Design of aversion
New Products Business
Business Process with
Level and Business
Z level 4.5 People
and above Engagement

Figure 105: Six-sigma contents and methodologies

Three Sigma Process

+ 3 Sigma
Lower Control Limit

Upper Control Limit

± Standard Deviation
(“Sigma”)
Three standard deviations in between the process average and
the process variation. This variation is due to natural causes. This cannot be identified and eliminated. This is
called process width. If process width = Specification width, more defects will be noticed in the product. Always
process width should be less than specification width.

There is concept of critical input factors are introduced in the Six sigma for establishing the requirements from
customers, process and business etc., which symbolize as CTx, and x is variables. These input critical factors are
envisaged as inputs or scope for improvement. These CTs are as follows;

Critical-to-Quality (CTQ): CTQs are customer’s requirement of the supplied product or services which are in
physical aspects, weight, locations etc., of the products, through the inclusion of customer defined specifications.
It is the key characteristic to measurable as per the customers specification limit to satisfy them and represents
the quality level and quality improvement initiatives in an organization.

Critical-to-Cost (CTC): Various customers have various critical points on the basis of cost, delivery, features,
duration etc., which are customer specific requirement. To satisfy the customers, company should focus on the
customer specific characteristics in the form of cost saving oriented process changes to reduce penny from
customer’s pocket.

Critical-to-Process (CTP): It is typical area in the process which directly related to the customers, the key
process input variables. CTP is important for internal efficiency and process improvement on the focus of
customer’s specification-oriented production. The X Factors in the in CTP may be modified operations,
materials, processing temperature, pressure, heating, humidity, time as per the required settings.

Critical-to-Safety (CTS): In the line of CTQ and CTC, some industries and customers specified the products
should be safe to use, handling and transportation also in the plant and for individual use also.
Critical-to-Delivery (CTD): CTDs are related delivery at the specific point and time. It is related to payment on
delivery, product life, time of use or reprocess, sequence of next delivery which critical areas as per customers’
end.

Projects associated with these CTs are important aspects from customers or for critical requirements, future
businesses opportunities and scope to improve the business to be better than the competitors.

10.4 Kano Model

Satisfied
Dellghters
Customer

One
Excitement
Needs

Service Service Fully

DysfunctionaT 3-u nctiona I
Must Be
Performance
Needs

Basic
Needs Dissatisfied
Customer

Kano was a professor at Tokyo Rika University,

developed a model for the interpretation of the customers satisfaction on the concept of ‘Voice of Customer
(VOC)’. It helps define the customer’s implied demand on the product, process, or service is relative to the
competitiveness and thrill to the customer. Kano have an independent data collection method with well
interviewers, focus groups, surveys and other sources of customer input.
Kano Analysis is about prioritizing customer requirements in the define phase and prioritized as: basic
requirements, performance requirements, delighter requirements, indifferent requirements and reverse
requirements.

Figure 106: Kano Analysis (collected) The 7 key Six Sigma principles covers the following
areas:
1) Keep focus on the customer
2) Comprehend how work really happens
3) Make the processes flow efficiently
4) Reduce waste and concentrate on value
5) Stop defects through removing variation
6) Get buy-in from the team through collaboration
7) Make the efforts methodical and scientific.

10.5 Lean Six Sigma Principles

5 Lean Six Sigma principles to boost efficiency are;
1) Focus on the customer
2) Map out the value stream
3) Remove waste, non-value-added steps
4) Communicate with the team effectively
5) Create a culture of change and flexibility.

In any organization and the project manager or line managers tries to rationalize and modernize the plant,
workflows through value streams, elimination of unnecessary with non-value added / non-business value added
process, repetitive/ over-processing work from the system to make it efficient. Lean six-sigma enables them to
perform on it.

For the manufacturing industries for to adopt/ apply the process improvement methodologies, two schools of
thought emerged for the plant managers and also may be for project managers: these are Lean techniques and
the Six Sigma method. Lean method prioritized and give importance on reducing all forms of wastage, while Six
Sigma is a data-driven measurement, testing, improving and for controlling.
Details of Lean Six Sigma Principles
1. Focus on the customers
Customer is the eventual focus for any improvement, which is the core of all business activities. Understand
customer with key functions of the company and understand means of identification the critical areas of
customer’s requirements & specification. Organization processes, control and measurement drive for the best
and most away to satisfy and attracts them. Focus on customers is the obvious target of all employees and
encourage the organization on the estimation and improvement of process competency and capability.

2. Map out the value stream

Design the all operations as per the sequence and values in the process through value stream mapping. Even if
you already document your workflows, it’s important to examine how do things to determine which steps add
values in the total process and with do and determine, to remove from the process.

a. Understand how the current process works

Company need to see the current state of their process move forward and make improvements. Identifying the
value stream is indisputably what makes Lean Six Sigma principles more effective. Do businesses visualization
on all of the steps in a given process and highlight areas of non-value addition.
The way to do the building the value stream map, possible through flowchart that illustrates and analyzes the
steps in a production or service process in various chapters.

b. Identify the root cause of problems and bottlenecks

Organization should put together the current value stream and continue to identify the problems in the workflow
and investigate their root cause.
For finding out what’s currently causing problems, perform a root cause analysis with a cause-and-effect
diagram. Also known as fishbone diagrams due to their shape, they identify problems within different areas of
the business. In service industries typically look at the Four Ps - Policies, Procedures, People, and the Plant’s
technology to find potential causes.

Alternatively, the way to identify the cause for a problem is the 5 Whys analysis, suited to slightly difficult, but
not overly complex problems, the 5 Whys analysis takes a problem and ask “Why?” five times, each time trying
to dig deeper into the queries until the original cause comes to light. When multiple causes arise, then the
problem might be too complicated for this approach and would likely be benefited from a cause-and-effect
analysis instead.

3. Remove waste to create flow

To make improvements, first create flow in the process, that need to envisage and remove non-value additions.
Both Lean and Six Sigma reflects inefficiencies which not obvious and sometimes be hidden, that is why it’s so
important to first know what counts as wastage and then comprehend the method to reduce it.

Remove waste and non-value-added steps

Combining the two methodologies, waste in Lean Six Sigma is both anything that doesn’t add value to the final
product and anything that doesn’t meet the customer’s expectations. That leaves a lot of room for things to go
wrong and areas that need improvement to get overlooked.
To be more proactive about removing waste, these five steps from Rene T. Domingo, professor at the Asian
Institute of Management. The unchanged description of steps are as follows;

Step 1: Make waste visible

If don’t observe waste, then one can’t eliminate it. Understand that, there are various kinds of wastage according
to Lean manufacturing, including defects, overproduction, waiting, non-utilized talent, transportation, inventory,
motion, and extra processing.

Step 2: Be conscious of the waste

Recognize waste as waste. For example, it might take as a matter of course that we’ll be kept waiting at a
doctor’s office or a hospital. But that is waste that could be eliminated by having a better scheduling system,
sorting patients more efficiently at check-in, or hiring more personnel.

Step 3: Be accountable for waste

Embrace the principles of Lean Six Sigma, and encourage a culture of responsibility and ownership in your
organization. No one wants to be a source of inefficiency, but if everyone on the team focuses on reducing waste,
then you’ll foster a culture of accountability where everyone is working for the same goal.

Step 4: Measure the waste

This step is significant for getting realization from both team members and executives. Change, especially in
larger organizations, can seem more costly than keeping the status quo, and employees also won’t be motivated
if the waste seems trivial. It’s hard to eliminate waste if you don’t know the full extent of it.

Step 5: Eliminate or reduce the waste

While it may be tempting to stop at this stage, this should be an ongoing process of review and revision. Adding
new employees, changing or making new products, offering new services, changing locations, etc., there are
always more opportunities to cut waste and optimize the business result.

Reduce variation and increase standardization

Taking the consideration from the principles of Six-sigma, reducing variation and increasing standardization
makes it possible for organizations to be more cost effective and have higher customer satisfaction.
Getting things right every time or almost every time, can be challenging, so here are a few ways to get started:

i) Document the processes: As mentioned previously, if may not know how to improve, optimize, and then
standardize with a clear view of how things are currently done.
ii) Establish and share best practices: Reducing information silos also benefits your processes; encourage
the sharing of good ideas throughout the organization.
iii) Create checklists for processes so everyone knows and follows the same steps: This will make it much
easier for new employees to get up to speed while also reducing errors that the existing employees are
likely to make/ follow.
iv) Make sure everyone gets the same training: Getting your processes working just right means that all your
employees need to be on the same page.
v) Use forms and templates: This greatly reduces confusion for employees when creating reports, responding
to customers, logging errors, etc.
vi) Automate anything that’s repetitive, boring, and therefore error-prone: Speed up the things and make
them more precise by replacing some manual tasks, especially if there’s an online application or tool that
can do it better.

4. Communicate to the team

Encourage, sensitized and involve people is the onus of the organization to effectively, clearly communicate new
standards and practices. Management organization use to put these cornerstones for their employees, likely to
keep them doing through various channels of communication and process. Ascertain that each employee receives
training and reaction on the new processes and procedures. Solve the problem to change, whenever it arise.

Ways to communicate and disseminate information include:

Creating new knowledge by putting a knowledge base in place or updating your existing knowledge
management system
Updating your customer support knowledge base
Making the full process easily accessible for stakeholders and employees according to their specific role.
Creating process maps that show your employees what has changed about their workflow.

5. Create a culture of change and flexibility

To make Lean Six Sigma successful, requires a lot of change, through the principle of creation of culture for
sustenance and horizontal deployment. People, organization and management need to welcome change and
encourage to all level employees to accept change for improvement. The root of this cultural change should be
based on method. One can drive away fears by explaining the benefits of the change and showing employees how
one has made their work more impactful through data & explanation.

Six Sigma brings in a highly scientific and rigorous approach to exploratory, quantifying, analyzing and
validating data, it is important and essentially the DMAIC process implicates that.
As part of this cultural shift, a company should always look for new ways to streamline the process and remove
waste. Keep your eye on the data, examine your bottom line, and adjust the processes where necessary.
A Six Sigma culture has the potential to factually transform employees. Organization with Six Sigma
certification are cultured to see themselves and the work to do differently than traditional employees. They are
skilled to:
i) Realize the work in terms of process flow, and not just departments and functions
ii) Start an active role in defining improvements and identifying solutions, instead of relying on management
iii) Utilize the appropriate skills to create and implement solutions
iv) Actively involve themselves in continuous improvement efforts.

Lean Six Sigma methodology captures the best of both Six Sigma and Lean methods of project management.
Any organization decides to follow this methodology, they should follow the Lean Six Sigma principles and
optimize process improvement once and for all.
 10.6 Six-Sigma Implementation Phases
10.7 DEFINE PHASE
Activities in
Define Stage

Identify t h e
Customers applying Develop Project Develop Process Map
Charter
CTs
Figure 107: Activities in Define Stage Define is the first Phase of the Six
Sigma improvement methodology. During the define phase in this phase, the leaders & project teams are created
with define project charter, plotting of high-level view of the existing process and define the CTs, internal
projects and also define the needs of the customers & business process. This is the important phase in the Six
Sigma implementation, where the company develop the teams, sketch the outline of the project and plant on their
required initiatives & efforts and the leadership role for their organization.

In this phase, where some important decision includes to evaluate the team synergy, as the GB or BB team leader
as well begin the technical journey. Priority given to assembling the optimal team and analyzing each members'
stake to get best cross functional input and results. This phase also includes choosing a qualified project
manager, such as a GB or BB qualified person.
This phase should engage the Champion, frequently to ensure the team is not off to the correct path of starting.
The Champion should act as an observer to ensure progression, as acceptable. The Champion should refrain from
providing specific direction or preconceived solutions.

Some important tools typically used within this phase:

Project Management and Project Contract
Project Acceleration Ideas, Holding Effective Meetings
Gantt Chart, Activity Network Diagram, Affinity Diagram

Gathering information regarding Customer Specifications:

Voice of the Customer (VOC), Kano Model
Critical to Quality (CTQ)
SIPOC, Surveys etc.

Table 81: Tools and techniques in Define Phase

Define Phase: Define the project goals and customer (internal and
external) deliverables
DMAIC Phase activities Techniques used
) Capturing Voice of Customer (VOC) i) Six Sigma Project Charter
Define Customers and Requirements ii) Kano Analysis
(CTQs) iii) Process Flowchart
i) Change Acceleration Process (CAP) iv) SIPOC or COPIS Diagram
Develop Problem Statement, Goals v) CTQ Drilldown Tree
and Benefits vi) DMAIC work breakdown
ii) Identify Champion, Process Owner structure
and Team vii) CTQ Definitions
v) Define Resources viii) Voice of the customer,
v) Process Mapping / Flow Charting gathering
vi) Evaluate Key Organizational Support
vii) Develop Project Plan and Milestones

Project charter is a set of defined areas to describe the project, such as problem statement, business case, goal
statement, timeline, scope and team members. Project charter consist of business case, problem statement, goal
statement, scope, milestones, roles and responsibilities to design the project.
 10.8 MEASURE
Measurement is the most important techniques in six-sigma and effective phase in DMAIC. The objective of this
section is to classify and comprehend the components of variation arising out of the measurement system and to
be able to use the appropriate tools for analysis, depending on the data types. The purpose of measurement is to
provide the clear measure the situation/ characteristics to identify what to measure, is it should be useful for
project and for customers, and which are not included in measurement not affect much in the decision.
In six-sigma, the most of measurement are for the project with direct or indirectly related to customer, process,
manufacturing and organization problems, impact on dependent factor Y, from independent factor, X.

There are other measurements techniques and data comprises for various aspects in the organization related to
business, productivity, manpower, finance, organization performance etc., might not linked with DMAIC six
sigma data.

Activities in the Measure

Phase
1

Develop Data Collection of Validate Assess t h e Develop

Collection Plan Data Measuremen Process Process Map
t System Capability

Figure 108: Activities in the Measure Phase In this phase factors are critically
measurement during the project for the basic and threshold level before starting of the project for comparison the
changed position after completion of the project. Measurement is the estimation of the data, units of
measurement, collection procedure, validation before moving to analysis phase. In measurement phase
identification of potential CTx, process capability, upper & lower limits calculated. MSA – measurement system
analysis is applied to validate the data with various techniques.
Scales of Measurement

Scale Graphs & Procedures

Nominal Pie and Bar; Frequencies
Ordinal Pie and Bar; Frequencies
Pie, Bar, Histogram and Boxplot; Frequencies, Descriptive and
Interval
Exploratory
Pie, Bar, Histogram and Boxplot; Frequencies, Descriptive and
Ratio
Exploratory

Table 82: Tools and techniques in Measurement

Measure Phase: Measure the process to determine current
performance; quantify the problem
DMAIC Phase Steps Techniques Used
DMAIC Measure - Measurement i) Process Flowchart
System ii) DMAIC Measure - Types of Data
Identify Possible Project Y's iii) Data Collection Strategy -
) Define Defect, Opportunity, Unit Sampling
and Metrics Data Collection Plan/ Example
i) Detailed Process Map of iv) Process Capability
Appropriate Areas v) Variation / Discrete vs Continuous
v) Develop Data Collection Plan Thinking
) Validate the Measurement System vi) Benchmarking
i) Collect the Data vii) Measurement System Analysis/
Gage R&R
ii) Begin Developing Y=f(x) viii) ProcessSigma Calculation
Relationship ix) Various Testing Procedures
iii) Determine Process Capability and
Sigma Baseline

In measurement, M – Measure, E – Everything, T -That, R – Results, I - In, C - Customer, S –

Satisfaction, in the DMAIC improvement project the focus of measure is project Y metric.

Measurement empowers the Six Sigma Teams to establish baseline process performance, to develop Y (output)
which one need to measure, identify areas where improvements can be made. Measurement System Analysis
(MSA) is a quantitative evaluation of the tools and process used in making data observations. The purpose of
establishing an MSA, is to ensure the information collected is a true representation of what is occurring in the
process.

Validate the measurement system

Check how the measurement system is captured
For automation – Validation may not require
For Manual - Validation is required

Purpose of Measurement system;

1. Accuracy: It is defined as the difference between target or standard value and average of observed or
estimated value.
2. Repeatability: When same person measures the same unit repeatedly with the same measuring gage or
tool to measure the variations
3. Reproducibility: It is applicable when two or more persons measures the same unit using the same
measuring tool or gage
4. Stability: Here the same person measures the same unit using the same measuring tool or gage over an
extended period of time for measuring the variations
5. Linearity: It is measurement of consistency of the measurement across the entire range of the measuring
gage.

MSA applied and implemented in an organization for the systematic data collection and analysis.

Acceptable Level of Measurement System Variation (Thumb of rules)

Decision Percentage Percentage Distinct
Criteria Tolerance Contribution Categories
Evaluate Risk 8% > R&R < 30% 2% <> R&R < 7.7% 4-10
Acceptable R&R < 8% R&R < 2% > 10
Unacceptable R&R > 30% R&R > 7.7% <4

Six Sigma Gage R&R Thumb Rule – Continuous Data

Decision Accuracy Repeatability Reproducibility
Criteria
Acceptable > 90% > 90% > 90%
Unacceptable < 90% < 90% < 90%

The Measurement system can be validated using in operational definitions, constructed by the Project Team to
ensure that all measurement takers completely understand what is expected during the data collection phase.
If the measurement system fails to pass analysis, before collecting data:
F Fix gage
F Fix measurement system
F Train measurement takers/ operators
 The variation in measurements obtained with a
gage when it used several times by one measurer
while measuring the identical characteristic on the
same sample piece.

Repeatability is the variation in measurements

obtained with one measurement instrument when
used several times by a measurer while measuring
the identical characteristic on the same part.
Reproducibility is the variation in the average of
the measurements made by different measurers
using the same measuring instrument when
measuring the identical characteristics on the same
item.

Stability: The variation in the average of at least

two sets of measurements obtained with a gage as a
result of time on the same piece.

Accuracy (Bias): The difference between the

observed average of measurements and the true
average of the items measured.
Gage Repeatability & Reproducibility
There is no perfect measurement system.
All measurement systems contain error which
leads to measurement variation.

Gage system error within a measurement system is the sum of:

Accuracy (Bias)
Repeatability
Reproducibility
Stability – Same person, same item, same method after a time gap, the measurement should give the
same result

Gage R&R studies are a method to determine the repeatability and reproducibility of a measuring system.
Process Level Error (MSA)

Process Level Error

I

ShortTerm H Long Term ■ Sampling Error

Measurement of Variation

Variation D u e to Variation D u e to
Gage Operator
I
Stability, Time Linearity, Value Reproducibility
Accuracy Precision Dependent dependent

Repeatability

Figure 109: Process of Error and Measurement of Variation

OV (Observed Value) = TV (True Value) + ME (Measurement Error), ME = Equipment Error and Operators
Precision: On Multiple observation, when data points are closer to each other but way from Target (maybe), the
data is said to precious. The measure for the same is the standard deviation against acceptance.

Accuracy: In Multiple observation, when data points are close to Target but away each other (maybe), then data
is said to be accurate. The measure for the same, denotes through Bias = Target – Observation Mean.

Effectiveness: When two or more subgroups are compared among each other on designated parameters, there
come on mutual agreement across parameters against total number of parameters is the score of effectiveness of
the process.

ERROR

Test Si Repeat, Variati on D u e to

Repeatability Operator

Same: Parts,
Operator,
Equipment

Figure 110: Types of Errors

Measurement of Process Capability
To predict the extent to which the process will be able to hold tolerance or customer requirements. Based on the
law of probability, one can compute how often the process will meet the specification or the expectation of the
customer.

Cp, Cpl, Cpu, and Cpk are the four most common and timed tested measures of process capability.
Process capability indices measure the degree to which the existing process could produce output, that meets the
customer's specification. Process capability indices can be used effectively to summarize process capability
information in a convenient unitless system.

Cp and Cpk are quantitative expressions that personify the variability of the process (its natural limits) relative
to its specification limits (customer requirements).

Process Capability (6 ) and Tolerance

Cp - Capability Index
T = U-L
Cp = 1 Case II 6 = T
Cp > 1 Case I 6 < T
Cp < 1 Case III 6 > T
Usually Cp = 1.33 (de facto std.)

Measure of process performance

Shortfall of Cp - measure not in terms of nominal or target value > must use Cpk

Formulas
Z(min USLQx xQLSI
Cp = (T) / 6 Cpk = 3 Z (USL) = (T Z (LSL) = □
On Cp, Cpk
Cp does not change when process center (avg.) changes
Cp = Cpk when process is centered
Cpk Cp always this situation
Cpk = 1.00 de facto standard
Cpk < 1.00 process producing rejects
Cp < 1.00 process not capable
Cpk = 0 process center is at one of spec. limit (U or L)
Cpk < 0 i.e. – ve value, avg outside of limits
10.9 Some Statistical Analysis in Measurement
1) Simple Correlation and Regression
2) Multiple Correlation and regression

Advertisement Sales (in Problem:

Month/
(in thousand thousand To find correlation, regression equation and predicted sales when advertisement
Label
rupees) rupees) expenditure is Rs 108/-.
Jan 92 930 Advertisement (in thousand
rupees)
Feb 94 900
Advertisement (in
1
thousand rupees)
Mar 97 1020
Strong
Sales (in thousand
0.949 1 Positive
rupees)
Apr 98 990 Relation

May 100 1100 Regression Equation, Y= -852.08 + 19.07 X, For X = 108, Y = 1207.52/-

Jun 102 1050 ANOVA

Significance
df SS MS F
Jul 104 1150 F
2.45382E-
Aug 105 1120 Regression 1 125197.45 125197.45 90.925
06
Residual 10 13769.20 1376.92
Sep 105 1130 Total 11 138966.66

Standard P- Upper Lower

Oct 107 1200 Coefficients
Error
t Stat
value
Lower 95%
95% 95.0%
Intercept -852.08 203.78 -4.18 0.00 -1306.13 -398.04 -1306.13
Nov 107 1250 Advertisement
(in thousand 19.07 2.00 9.54 0.00 14.61 23.53 14.61
Dec 110 1220 rupees)
Multiple Correlation and regression
Sales (in Advertisement Problem:
Months thousand Salesmen (in thousand To find correlation, regression equation and predicted sales when number of salesmen
rupees) rupees) employed are 35 and advertisement expenditure is Rs. 500/-.
1 5000 25 180 Sales (in Advertisement
Areas thousand Salesmen (in thousand
2 5200 35 250
rupees) rupees)
3 5700 15 150 Sales (in thousand
1
4 6300 27 240 rupees)
Salesmen -0.500138804 1
5 6000 20 185
Advertisement (in
6 6400 11 160 0.807681994 -0.267970479 1
thousand rupees)

7 6100 8 177
Formula, Y=a +b1x1 + b2X2. Y = 12,510.112/-
8 6400 11 315
Salesmen X1 35
9 6900 29 170
Advertisement X2 500
10 7300 31 240
11 6950 6 184 ANOVA

12 7350 10 218 Significance

df SS MS F
F
13 6920 14 216
Regression 2 144851448.56 72425724.28 29.74 0.00
14 8450 8 246
Residual 21 51141413.94 2435305.43
15 9600 18 229
16 10900 7 269 Total 23 195992862.50

17 10200 9 244
18 12200 10 305 Coefficients
Standard
t Stat
P-
Lower 95%
Upper Lower
Error value 95% 95.0%
19 10500 6 303
Intercept 3856.69 1340.77 2.88 0.01 1068.40 6644.98 1068.40
20 12800 8 320 Salesmen -104.32 39.49 -2.64 0.02 -186.44 -22.20 -186.44
21 12600 12 322 Advertisement
22 11500 14 460 (in thousand 24.60 3.92 6.27 0.00 16.45 32.77 16.45
rupees)
23 13800 11 430
24 14000 9 422
209070 354 6235
 1. Hypothesis Testing Example: One Sample t-test for the Population Mean
A local car dealer wants to know if the purchasing habits of a buyer buying extras have changed. He is particularly interested in male buyers.
Based upon collected data he has estimated that the distribution of extras purchased is approximately normally distributed with an average of Rs.
2000 per customer. To test this hypothesis, he has collected the extras purchased by the last seven male customers (Rs): 2300, 2386, 1920, 1578,
3065, 2312 and 1790. Test whether the extras purchased on average has changed.

State Test whether the extras purchased

Hypothesis on average has changed
H0 : population mean μ = 2000
H1 : population mean μ not equal to
2000
Two tail test
Select Test One Sample T Test for Mean
Population distribution normal
Population standard deviation
unknown
Set level of
Significance Level (α) = 0.05
significance
Extract
relevant Population
statistic
Population Mean μ = 2000
Sample
2300
2386
1920
1578
3065
2312
1790
Sample size n = 7 =COUNT(E18:E24)
Sample mean Xavg = 2193 =AVERAGE(E18:E24)
Sample standard deviation s = 489.62673 =STDEV(E18:E24)
Diff. Sample
Mean to Standard Error = 185.06151 =E28/SQRT(E26)
Population Mean
tcal = 1.0428965 =(E27-E16)/E29

P-value or Critical t
Number of Degrees of freedom u = 6 =E26-1
Two tail p-value = 0.3371825 =TDIST(ABS(E30),E33,2)
Upper tcri = 2.4469119 =TINV(E13,E33)
Lower tcri = -2.4469119 =-TINV(E13,E33)

Since p-value > α, Accept H0 and

Decision: Accepted Null Hypothesis
Reject H1
Since tcal > Lower tcri and < Upper
Accepted Null Hypothesis
tcri, Accept H0 and Reject H1
Note: If, the value of P > 0.05 is the possibility that the null hypothesis is true. When the statistically significant test result to P ≤ 0.05 means that
the test hypothesis i.e., Null hypothesis is false or should be rejected. A P value greater than 0.05 means that no effect was observed.
 2. Hypothesis Testing Example: Two Sample t-test for the Population Mean (Dependent or paired
samples)
Suppose that Super slim is offering a weight reduction programme that they advertise will result in more than 10-pound weight loss in the first 30
days. Twenty-six subjects were independently randomly selected for a study and their weights before and after the weight loss programme were
recorded. Super slim have stated that the historical data shows that the populations are normally distributed. Conduct an appropriate test to test this
hypothesis.

Before After
Person Weight Weight State Hypothesis
(B) (A) H0 : Weight
1 170 170 loss 10 lbs or
2 159 153 less (d <= 10)
3 162 129 H1 : Weight
4 153 143 loss > 10 lbs
5 177 137 (d > 10)
6 167 134 Upper one
7 158 133 tail test
8 178 128 Two Sample t
Select Test
9 141 152 Test
10 163 142 Populations
normally
11 154 140
distributed
12 159 154
13 159 143
Set level of Significance
14 138 147 significance Level =
15 161 142
16 156 149 (for solution
17 165 136 Extract
use Data
relevant
18 158 154 Analysis
statistic
19 151 140 Tools)
20 165 145
21 155 125 t-Test: Paired
22 154 140 Two Sample
for Means
23 147 125
24 156 141 Before After Weight
Weight (B) (A)
25 155 146 Mean 158.8461538 141.6538462
26 169 135 Variance 87.25538462 104.0753846
Observations 26 26
Pearson
-0.10929623
Correlation
Hypothesized
Mean 10
Difference
df 25
t Stat 2.517802176
P(T<=t) one-
0.009292088
tail
t Critical one-
1.708140761
tail
P(T<=t) two-
0.018584176
tail
t Critical two-
2.059538553
tail

Since p-value
< α, Reject Null
Decision: H0 and Rejected
Hypothesis
Accept H1
Since tcal >
tcri, Reject H0
and Accept
H1
 10.10 ANALYSIS
After measurement, the data are analysed as per the occurrence, value addition, impact, root-cause and inter-
relationship. In analysis phase the process capacity is measured for ability to comply the customer
specifications. Various charts and diagrams are used for analysis of the data. Various Testing of the Data is also
is part of this analysis. Identification of the potential Xs which could impact on output or depended factor Y, also
part in this phase.

Table 83: Tools and techniques in Analyse phase

Analysis Phase: Analysis and determine the root cause(s) of the defects
DMAIC Phase Steps Techniques Used
Define Performance Objectives i) Histogram
) Identify Value/ Non-Value-Added ii) Pareto Chart
Process Mapping iii) Time Series/Run Chart
i) Identify Sources of Variation iv) Scatter Plot
v) Determine Root Cause(s) v) Regression Analysis
) Determine Vital Few x’s, Y=f(x) vi) Cause and Effect/Fishbone Diagram
Relationship vii) 5 Whys
i) Data Door Analysis viii) Process Map Review and Analysis
ix) Statistical Analysis
x) Hypothesis Testing (Continuous and
Discrete)
xi) Non-Normal Data Analysis
Note: Most of the above-mentioned techniques are discussed in above mentioned chapters. So, it is not further discussed to avoid repetition.

f (X)

Continuous Y Discrete Y

Continuous Contii
Discrete X. CyDx Dis Crete X , DyDx
X. CyCx

iressionand Variation Centering Binary Logistic Chi-square

Regression Tests.
Goodness of
fit.
Normal
— Normal— Independence
Non-Normal Subgroups,1- Subgroups, 1-
Subgroups. samplet-test, sample Sign
HOV Barrtett’i Subgroups.
HOV Levene'j 2-samplet- test, Mann
HOV F-Test test. One way Whitney,
Mnnrlk Mprlia

Figure 111: Basic Hypothesis Tests in Analyze Phase Basic Tests and use of Hypothesis
in Analyze Phase

In hypothesis test uses samples to infer properties of a population on the basis of an analysis and derive the
character of a sample. However, there is some chance that although the analysis is flawless, the conclusion may
be incorrect. These sampling errors are not errors in the usual sense, because they can’t be corrected (without
using 100% sampling with no measurement errors).

Two types of errors can be made when testing hypotheses:

Type I error -This error occurs when the null hypothesis is rejected when it is true. We refer to the P (Type -
I error) = P (rejecting H0 when H0 is true) = α. A Type I error is also known as an α error and error of the
first kind. The P (Type I error) is also known as α-value, producer’s risk, level of significance, and
significance level (see the note accompanying the definition of p-value).
 Type II error - This error occurs when the alternative hypothesis is accepted when it is false. We refer to the
P (Type II error) = P (not rejecting H0 when H0 is false) = β. A Type II error is also known as a β error and
error of the second kind. The P (Type II error) is also known as β-value or consumer’s risk.

These types of error happen during the sample inspection of mass production of a Lot of products with standard
samples but selected or collected samples may be as chance may be defective which decided to reject the Lot
though rest samples have no faults. Alternatively, when an incorrect Lot may be accepted with chance of all
samples are correct but, in the rest, maximum is fault.
10.11 IMPROVEMENT
In the improvement phase of six-sigma team does the identification of the potential solution and then screening
the solutions, testing, improve & refining, piloting and justifying the solutions for implementation. Various
frameworks are used to generate the solution.
Improve

Design Improve Implementationof Validation of the

Strategy Action Plan Improvement
1
Determine Determine.it pilot of Determinethe
Characterize quantitative transfer
and examine optimal full fledged Apply Hypothesis
settings for the implementation is function that relates Tests to validate
the Xs X's needed your Y to these improvements
critical X's

Use Graphical
methodsto
showcase pre-post
state for comparison

Figure 112: Process in Improve Stage

Table 84: Tools and techniques in Tools in Improve phase
DMAIC Phase Steps Techniques Used
I – Improve Phase: Improve the process by eliminating defects
i) Solution Parameter and Generate Possible i) Pilot Solution Implementation
Solution ii) Brainstorming
ii) Validate Measurement System iii) Mistake Proofing
iii) Perform Design of Experiments iv) Design of Experiments
iv) Develop Possible Solutions v) Pugh Matrix
v) Define Operating Tolerances of Potential System vi) Conduct Cost-Benefit Analysis
vi) Assess Failure Modes of Potential Solutions vii) QFD/ House of Quality
vii) Validate Potential Improvement by Pilot Studies viii) Failure Modes and Effects Analysis (FMEA)
viii) Correct/Re-Evaluate Potential Solution ix) Simulation Parameters and Software

ruoii c o n c i . p i si i i.c iic>N m i i i i i H )

'K .U I

Most of the improvement techniques and methods

are discussed in previous chapters, except Pugh matrix.
The Pugh matrix is designed for helping on the decision of the item’s or potential solution’s more important use or ‘better’ than others. It is
employed after capturing voice of the customer (VOC). This matrix is a tool used to facilitate a disciplined, team-based process for concept
generation and selection. Several concepts are evaluated according to their strengths and weaknesses against a reference concept called the datum
(base concept).
10.12 CONTROL
This phase may call the ‘keep the gain phase’. Robust control techniques are used for sustaining the
improvements occurred during the improve phase. In control keeps concentration and focused on Xs on
improving trend, so that Y also do as per desire.

Control chart for

Continuous Data

Sub Group Sub Group Sub Group

>1 & >3

X Bar R
I-MR Chart Chart X Bar S Char

Discrete Data

Defect Data Defective Data

"I

Constant H Variable H Constant H Variable

Subgroup H Subgroup H Subgroup H Subgroup

C Chart H U Chart I NP Chart H P Chart

Figure 113: Techniques of Control

Table 85: Tools and techniques in Tools in Control phase

DMAIC Phase Steps Techniques Used
C – Control Phase: Control future process performance
i) Define and Validate Monitoring and Controli) SPC - Out of Control
System ii) Process Sigma Calculation
ii) Develop Standards and Procedures iii) Control Charts (Variable and Attribute)
iii) Implement Statistical Process Control iv) Cost Savings Calculations
iv) Determine Process Capability v) Control Plan
v) Develop Transfer Plan, Handoff to Processvi) Risk Assessment and Mistake proofing - Poka
Owner Yoke
vi) Verify Benefits, Cost Savings/Avoidance,vii) Control and Implementation Plans, and
Profit Control - Review and Sign-off
vii) Growth, Close Project, Finalize
Documentation
viii) Communicate to Business, Celebrate

Control Phase Activities:

1) Confirmation of Improvement
2) Confirmation you solved the practical problem
3) Benefit validation
4) Buy into the Control plan
5) Quality plan implementation
6) Procedural changes
7) System changes
8) Statistical process control implementation
9) “Mistake-proofing” the process
10) Closure documentation
11) Audit process
12) Scoping next project

How to create a Control Plan:

1. Select Causal Variable(s), Proven vital few X(s)
2. Define Control Plan
5Ws for optimal ranges of X(s)
3. Validate Control Plan
Observe Y
4. Implement/ document control plan
5. Audit of the control plan
6. Monitoring through performance metrics.

Control Plan Tools:

1. Basic Six Sigma control methods.

7M Tools: Affinity diagram, tree diagram, process decision program charts, matrix diagrams,
interrelationship diagrams, prioritization matrices, activity network diagram.

2. Statistical Process Control (SPC)

Used with various types of distributions
Control Charts

Attribute based (np, p, c, u). Variable based (X-R, X)

Additional Variable based tools.

Pre-Control
Common Cause Chart, Exponentially Balanced Moving Average (EWMA):
The exponentially weighted moving average (EWMA) introduces lambda, which is called the smoothing
parameter. Lambda must be less than one. The exponential moving average (EMA) is identified as an
exponentially weighted moving average (EWMA), is a first-order infinite impulse response filter that applies
weighting factors which decrease exponentially. The weighting for each older datum decreases exponentially,
never reaching zero.
Six Sigma DMAIC Process
10.13 Failure Mode Effect Analysis (FMEA)
The purpose of the FMEA, to eliminate or reduction in failures, starting with the highest-priority ones. FEMA, is
a documented procedure of the current knowledge and actions about the risks of failures, for using in continuous
improvement. FMEA is used during design to prevent disappointments.

FMEA methodology, initially developed by the military, now extensively using in a variety of industries
including semiconductor processing, food service, plastics, software, and healthcare. Toyota has taken this one
step further with its Design Review Based on Failure Mode (DRBFM) approach.

FMEA identifies all the probable failure modes for the product or process. It prioritizes the failure modes for
focused attention by using a scoring model based on Severity (S), Occurrence (O) and Detect ability (D).
RPN (Risk Priority Number) = S*O*D

Based on the above suitable action plans can be created to contain the risk. It is used as a living document and
could be a good foundation for building robustness.

Definition of Terms:
Failure Mode: The way in which a specific process or input fails
Effect: The impact the failure on the Critical quality parameter
Cause: The source of variation that caused the process to fail
Current controls: Systemized devices in place to prevent or detect the failure.

Severity: Importance of an effect on critical quality parameter (1- Not severe; 10 – very severe)
Occurrence: Frequency with which a cause occurs (1 - Not likely; 10 - Very likely)
Detection: Ability of current control to detect the cause before creating a failure mode (1-likely to detect; 10-not
likely to detect).
RPN is calculated by multiplying the Severity, Occurrence and Detectability. RPN measure is used when
assessing risk to help. identify critical failure modes associated with your design or process. The RPN. values
range from 1 (absolute best) to 1000 (absolute worst).
Table No. 86: Failure Mode Effect Analysis
FMEA
Chances/ Risk
Risk
Solution for Possibility Mgt.
Failure Severity Occurrence Detection RPN Transfer
Improvement of Outcome Strategy
Plan - RTP
to Failure - RMS
Cost of
New
Operation
Production
and Internal
and Operation 9 9 8 648 Critical Accept
Production Discussion
Strategy with
could not be
Planning
reduced
Productivity
Introduction and Cost of
of New Production 8 6 5 240 Medium Accept
Technology could not be
changed
Performance
not be
Training to
Enhanced
the Manpower
and cost of 9 8 7 504 High Accept Outsourced
for Better
Manpower
Performance
not be
reduced
Fix the
Action on
Production
Productivity 8 6 6 288 Medium Reduce
Time of all
not induced
Operations
10.14 Quality Function Deployment (QFD)
QFD is a structured approach for defining customer needs or requirements and translating them into specific
plans to produce products to meet customer’s needs. Customer need also convert into the detailed engineering
specifications and plans to produce the products that fulfill those requirements of customers in compatibility.
The ‘voice of the customer’ is the term to describe these stated and unstated customer needs or requirements.

Major benefits of Quality function deployment (QFD)

1) Decrease the product development cycle
2) A systematic way to obtain the information and analyzing it
3) Significantly reduces start-up costs
4) Lessening the continuous product changes
5) Reduced chance of overnights during design process
6) An environment of team work
7) Enables the consensus decision
8) Customer and business focused analysis.

Table No. 87: QFD subject on Improve Low Productivity of XYZ organization
New
Problems - Training to Production
Reduction Fix the
Potential the Introduction and
in Process Production Completeness
X's / Scores Manpower of New Operation
Loss of Time of all Matrix
Solutions for Better Technology Strategy
RM Operations
Performance with
Planning
Reduce the 10 0 4 8 6
5 140
RM Cost
Decrease
the Time of 5 1 10 5 7 6 145
Production
Reduce in
Cost of 5 1 4 8 8 6 135
Manpower
Reduce in 1 1 4 7 6
5 95
Defects
Improve
Demand of 1 1 1 6 7
5 80
the
Customer
Process Re- 8 8 7 8 6
5 185
engineering
Deployment
110 120 145 220 185
Matrix

The first step in performing quality function deployment, is to develop a listing of technical design elements
along the roof of the house. Customer requirements with highly competitive assessments and low importance are
candidates for improvement.
 SME Corner
Six sigma concepts applied in SMEs becoming more important, may be for estimating the process
capability, testing of the products, establish a measurement system for analysis and to define the
improvement areas.

As the market and business challenges enhances, customer demand analyzed with market trend
assessed for decision making; define the projects on problems and process control becoming more
essential.

One or two persons in the organization should be six-sigma trained and start the in-house training
on DMAIC techniques.
Start the SPC i n the plant, simply in excel sheet, analysis and improvements.
For important decision, organization could use the FEMA and use the QFD for better understanding
customers and about diversification i n the market.

Self-assessment questions

i) What is the importance of Six Sigma?

ii) What is the meaning and symbol of “Sigma” and Z?
iii) What is six-sigma techniques, system and managerial approach?
iv) How to implement the Kano Model?
v) How to implement Lean Six Sigma Principles?
vi) What are the six-sigma implementation phases?
vii) What ate the techniques in define and measurement phase?
viii) How plant apply FEMA and QFD in their product and process design?
 Chapter -X

DESIGN OF EXPERIMENTS
(DOE),
TAGUCHI METHOD,
EXPERIMENT AND RESEARCH
DESIGN OF EXPERIMENTS (DOE)
11.1 INTRODUCTION
ASQ describes Design of experiments (DOE), is a defined as a branch of applied statistics that deals with
planning, conducting, analyzing, and interpreting controlled tests to evaluate the factors that control the value of
a parameter or group of parameters. DOE is a powerful data collection and analysis tool that can be used in a
variety of experimental situations.

Experiments involves manipulation of one or more independent variables, and observing the effect on some
outcome (dependent variable). Experiments can be done in the field or in a laboratory.

11.1 History of Design of experiments

The origins, 1918 – 1940s from agriculture.
R. A. Fisher & his co-workers
Profound impact on agricultural science
Factorial designs, ANOVA

Starting from the industrial era, 1951 – late 1970s;

Box & Wilson, response surfaces
Applications in the chemical & process industries.

The second industrial era, late 1970s – 1990s.

Quality improvement initiatives in many companies
TQM were important ideas and became management goals
Taguchi and robust parameter design, process robustness.

The modern era, beginning 1990

Six sigma, Lean Six sigma
Clinical Trails, Mathematical biology.
Algorithm design and analysis,
Networking, group testing, and cryptography.

"All experiments are designed experiments; it is just that some are poorly designed and some are well-designed."
Experimental designs are used so that, the treatments may be assigned in an organized manner to allow valid
statistical analysis to be carried out on the resulting data.

Design of Experiments: It is a logical planning (or construction) of the experiment having a complete sequence
of steps taken ahead of time to ensure that the appropriate data could be obtained in a way which permits an
objective analysis of a particular problem leading to valid and precise inference in the most economic and useful
forms.

Experimental design (or DOE) economically Maximizes information

In experiments, it deliberately changes one or more variables (or factors) in order to observe the effect, the
change have on one or more response variables. The (statistical) design of experiments (DOE) is an efficient
procedure for planning experiments so that, the data obtained can be analyzed to yield valid and objective
conclusions must in economically.
DoE includes:
i) Planning of the experiment
ii) Obtaining data from it
iii) Making statistical analysis of the data obtained
iv) Reduce time to design/develop new products & processes
v) Improve performance of existing processes
vi) Improve reliability and performance of products
vii) Achieve product & process robustness
viii) Perform evaluation of materials, design alternatives, setting component & system tolerances, etc.

Design of Experiments (DOE) is:

A statistics-based approach to design experiments
A methodology to achieve a predictive knowledge of a complex, multi-variable process with the fewest
acceptable trials.
An optimization of the experimental process itself.

Basic Ideas
Customer Satisfaction
Design to the highest standards early in the process to eliminate all non-random errors.
Quality loss = Loss to Society quantified through “Quality Loss function”
Variation (+/-) from optimal measure results in a loss.
For best results, to get Help.

Customer Satisfaction
Ways to measure the services;
Returning customers
Number of complaints
Number of compliments
Employee attitude.

Design
Design the experiments in the following basis;
Equipment with failure and breakdowns
Specific jobs defined, distribute the responsibilities
Policies and procedures; What do you want, anyway?
Taguchi Methods of experiments.

Experiment Terminologies
Control Treatment Randomnes
group group Factors Replication Level

Experiment
Blocks An ova
al error

Figure 114: Terminology, Test group in Testing

Control Group: A group assigned to the experiment, but not for the purpose of being exposed to the treatment.
Performance of this group serves as a baseline.
Treatment Group: The Group in an experiment which receives the specified treatment.
Factor: This term is used when an experiment involves more than one variable. These variables are often
identified as factor.

Level: Refers to the degree or intensity of a factor.

Randomness: Refers to the property of completely chance events that are not predictable.
Replication: The repetition of the treatment under consideration.
Blocks: Refers to the categories of subjects with a treatment group.

Major Approaches to DOE

Factorial Design
Taguchi Method
Response Surface Design

Experimental Error is the variation in the responses among experimental units which are assigned the same
treatment, and are observed under the same experimental conditions. It is measured by SSE (or MSE).
Ideally, it would like experimental error to be zero.
This is impossible because of (at least) one or more of the following reasons:
There are inherent differences in the experimental units before they receive treatments.
There is variation in the devices that record the measurements.
There is variation in applying or setting the treatments.
There are extraneous factors other than the treatments which affect the response.

Analysis of variance (anova)

This Statistical technique was first developed by R.A. Fisher and was extensively used for agriculture
experiments.
It is mainly employed for comparison of means of 3 or more samples including the variations in each
sample.
ANOVA is the method to estimate the contribution made by each factor to the total variation.

Table No. 87A: Anova Table format

Source of
Sum of Degree of Mean Squares
Variation F
Squares (SS) Freedom (df) (MS)
(SV)
Treatment SSt dft = nt-1 MSTR=SSt / dft
MSTR /
Error SSr dfe = dfT-dft MSE=SSr / dfe
MSE
Total SST dfT = nT-1
Steps in designing, analyzing an experiment
Step - I
Define the problem: Identify the problem or claim to be studied
The statement of the problem needs to be as specific as possible. The text says, it must "identify the response
variable and the population to be studied".

Step - II
Formulation of hypothesis: Determine the factors affecting the response variable
This is best done by an expert in the field, but we'll be able to do this for most examples we'll be looking at.
Choosing an appropriate experimental technique
Examination of possible outcomes to make sure that the experiment provides the required information
Consideration of possible results from point of view of statistical analysis.

Step - III
Determine the number of experimental units: Collection of data after performing the experiment according to
plan.
In general, more experimental units is better. Unfortunately, time and money will always be limiting factors, so
we have to decide an appropriate number.

Step – IV
Determine the level(s) of each factor.

We split factors up into three categories:

Control: If possible, we try to fix the level of factors that we're not interested in.
Manipulate: This is the treatment; we manipulate the levels of the variable that we think will affect the
response variable.

Randomize: Often, there are factors we just can't control. To mitigate their effect on the data, we
randomize the groups. By randomly assigning experimental units, these factors should be equally spread
among all groups.

Step V
Conduct the experiment.

Step VI
Test the claim.

Step VII
F Interpret the results with Statistical Analysis of data
F Drawing conclusion with appropriate level significance.
Step VIII
F Verification of evolution of results
F Drawing final conclusions and recommendations.
11.3 Basic principle of Design of Experiments
Randomization
Replication
Local Control (Blocking).
Factor Effects
Main Effect: The change in the avg. response produced by a change in the levels of the factor is called “Main
effect” of that factor. Effect of Factor:

Interaction Effect: If the two effect of one factor is different at different levels of another factor, the two factors
are said to interact (or) to have interaction.
The interaction between factors A and B is termed as “First Order Interaction” or “Two Factor Interaction” and
is denoted by A x B.
If the interaction between two factors A and B, is different at different levels of a third factor C, then there is
said to be interaction among three factors. This is referred to as “Second Order Interaction” or “Three Factor
Interaction” and is denoted by A x B x C.

Interaction Effect: If the two effect of one factor is different at different levels of another factor, the two factors
are said to interact (or) to have interaction.
The interaction between factors A and B is termed as “First Order Interaction” or “Two Factor Interaction” and is
denoted by A x B.
If the interaction between two factors A and B, is different at different levels of a third factor C, then there is
said to be interaction among three factors. This is referred to as “Second Order Interaction” or “Three Factor
Interaction” and is denoted by AxBxC.

11.4 Classification of factors as per Taguchi

Tools like brainstorming and cause & effect diagram helps in identification of factors and preparing a complete
list of the factors involved in any experiment. Factor listed can be classified into three categories.
1. Control Factors
Control factors are those which we really experiment with by varying them at various levels.
2. Fixed Factors
Fixed factors are those which are kept at a constant (controlled) level throughout experimentation.
3. Error or Noise Factors which could not be controlled

Note: At the planning stage itself all the factors viz. Control, Fixed and uncontrollable should be recognized.
This will help to tackle them appropriately during experimentation.

th
t» r
4
*

In the design of experiments, blocking is the arranging

of experimental units in groups (blocks) that are similar to one another. Typically, a blocking factor is a source of
variability that is not of primary interest to the experimenter. A randomized block design is an
experimental design where the experimental units are in groups called blocks. The treatments are randomly
allocated to the experimental units inside each block. When all treatments appear at least once in each block, we
have a completely randomized block design.
Figure 115: Randomized complete block
dpsi an Complete and Incomplete Block Designs
Complete Block Design: Every Treatment occurs in each block
Incomplete Block Design: No Every Treatment occurs in each block
There are three types Pre-experimental, quasi-experimental, and true experimental designs in
experimental research designs. A special type of experimental design is determined by the degree to which the
researcher assigns subjects to the different conditions and groups

Some various Experimental Designs

Completely Randomized Design (CRD)
Randomized Block Design (RBD)
Latin Square Design (LSD)
Factorial Designs
Balanced Incomplete Block Design (BIBD)
Nested Balanced Incomplete Block designs (NBIBD)
Balanced Incomplete Block Design with Nested Rows and Columns

Completely randomized designs are the simplest design in which the treatments are assigned to the
experimental units completely at random. This allows every experimental unit to have an equal probability of
receiving a treatment. In CRD, any difference among experimental units receiving the same treatment is
considered as experimental error.
CRD is the simplest design to us and it is appropriate only for experiments with homogeneous experimental
units, such as laboratory experiments, where environmental effects are relatively easy to control. In CRD is best
suited for experiments with a small number of treatments. On field experiments, where there is generally large
variation among experimental plots in such environmental factors as soil, the CRD is rarely used. Every
experimental unit has the same probability of receiving any treatment. Treatments are assigned to experimental
units completely at random using a random number table, computer program, etc.

Randomized block design (RBD)

Any experimental design in which the randomization of treatments is restricted to groups of experimental units
within a predefined block of units assumed to be internally homogeneous is called a randomized block design. It
Divides the group of experimental units into n homogeneous groups of equal or unequal sizes. These
homogeneous groups are called blocks. The treatments are then randomly assigned to the experimental units in
each block - one treatment to a unit in each block.

A randomized block experiment is assumed to be a two-factor experiment., the factors are blocks and treatments.
The blocks of experimental units are uniform. There is one observation per cell. It is assumed that there is no
interaction between blocks and treatments. The degrees of freedom for the interaction is used to estimate error.
Treatments randomly assigned to each experimental unit of a block.

Latin Square Design (LSD)

A Latin square is a square array of objects (letters A, B, C, …) such that each object appears once and only once
in each row and each column.
Example - 4 x 4 Latin Square.

Table No. 88: A standard 4x4 Latin square

Column 1 Column 2 Column 3 Column 4
Row 1 A B C D
Row 2 B A D C
Row 3 C D B A
Row 4 D C A B

Table No.: 4x4 A Latin square (rearrange the order of rows)

Column 1 Column 4 Column 3 Column 2
Row 2 B C D A
Row 4 D B A C
Row 1 A D C B
Row 3 C A B D
 Table No.: A 4 x 4 Latin square
(rearrange the order of rows and columns)
Column Column 4 Column Column 2
1 3
Row 2 T1 T3 T2 T4
Row 4 T2 T1 T4 T3
Row 1 T4 T2 T3 T1
Row 3 T3 T4 T1 T2

The Latin Square Design is for a situation in which there are two extraneous sources of variation. If the rows
and columns of a square are thought of as levels of the two extraneous variables, then in a Latin square each
treatment appears exactly once in each row and column. With the Latin Square design, we are able to control
variation in two directions.
In LSD, there are three factors: Treatments, Rows and Columns
The number of treatments = the number of rows = the number of colums = t (say).
The row-column treatments are represented by cells in a t x t array.
The treatments are assigned to row-column combinations using a Latin-square arrangement, that is each row
contains every treatment and each column contains every treatment. Every treatment occurs once in each row
and column.

Factorial Experiment
Factorial designs include two or more factors, each having more than one level or treatment. Participants
typically are randomized to a combination that includes one treatment or level from each factor. As per
description in statistics, factorial experiment is a design consists of two or more factors, each with discrete
possible values or ‘levels’, and whose experimental units take on all possible combinations of these levels across
all such factors.

Balanced Incomplete Block Designs (BIBD)

Situation where the number of treatments exceeds number of units per block (or logistics do not allow for
assignment of all treatments to all blocks)
• # of Treatments v
• # of Blocks b
• Replicates per Treatment r<b
• Block Size k<v
• Total Number of Units N = kb = rv
• All pairs of Treatments appear together in l = r(k-1)/(v-1) Blocks for some integer l

Nested Designs
In certain multifactor experiments, the levels of one factor are similar but not identical for different levels of
another factor, (is unique to that particular factor) this is called hierarchical or nested design.
11.5 Dr. Genichi Taguchi Method
Born in Japan, 1924, an Electrical Engineer, worked during 1950’s to improve Japan’s post –WWII telephone
communication system. He is father of the “Taguchi Method” and “Robust Engineering”.

“Quality is
measured as the total loss to
society caused a product’

Background of the Taguchi Method

The Taguchi Study Group has been meeting every month to discuss practical applications, one group in Nagoya
since 1953, and another group in Tokyo since 1964.Through these successes and failures, the method has taken
huge evolutions.

Introduced by Dr. Genichi Taguchi (1980)

Comparable in importance to Statistical Process Control (SPC) the Deming approach and the Japanese’s concept
of TQC.

Unique aspects of the Taguchi method

The Taguchi definition of quality
The Taguchi Quality Loss Function (QLF)
The concept of Robust Design.

11.6 The Taguchi Definition of Quality

Ideal quality refers to a target value for determining the quality level
Ideal quality is delivered if a product or service tangible performs its intended function throughout its
projected life under reasonable operating conditions without harmful side effects
Ideal quality is a function of customer perception and satisfaction
Services quality is measured in terms of loss to society
The traditional definition is “conformance to specification.

11.7 TAGUCHI PROCESS

The Taguchi Process 1
Initiating
Problem
Identification

Brainstorming ■ Identify factor sellins, possi ble

i ntera ctio ns,.objectives

■ Choose othogonal arrays design

Experiment experiment
Design

Run Experiment

Analyse Result

Confirmation
Result

Figure 116: Taguchi Process 1

The Taguchi Process 2
3. Problem Identification
Locate the problem source not just the symptom

4. Brainstorming Session
Attended at least by project leader/ facilitator and workers involved in the process. Other participants
may include managers and technical staff
The purpose is to identify critical variables for the quality of the product or service in question (referred to
as factors by Taguchi)
Control factor – variables under management control
Signal Factors- uncontrollable variation- uncontrollable variation
Define different factor levels (three or four) and identify possible interaction between factors
Determine experiment objectives
i) Less the better – keep the level of defectives as close to zero as possible
ii) Nominal is best - Outcome as close to target as possible
iii) More the better – Max number of units per time unit or lot without defects

3. Experimental Design
Using factor levels and objectives determined via brainstorming
Taguchi advocates off-line experimentation as a contrast to traditional on line or in process
experimentation
Care should be taken to selecting number of trials, trials condition how to measure performance etc.
4. Experimentation
Various rigorous analysis approaches like ANOVA and Multiple Regression can be used but also simpler
customized methods are available
5. Analysis
The experimentation provides “best” levels for all factors
If interactions between factors are evident – Either ignore or run a full factorial experiment
6. Conforming Experiments
The result should be validated by running experiments with all factors set to “optimal” levels

Taguchi approach to DOE (1)

Traditional design of Experiments (DOE) focused on how different design factors affect the average result
level
Taguchi perspective (robust design)
Variation is more interesting to study then the average
Run experiments where controllable design factors and disturbing signal factors take on 2 and 3
levels.
For each combination of the design variables a number of experiments are run covering all possible
combination of signal variables.
Can estimate average effects and the variation different design factor levels imply
Choose factor levels that minimize the sensitivity against disturbances

Quality Engineering
Quality engineering is an engineering optimization strategy developed by a Japanese Engineer, Dr, Genichi
Taguchi. When faced with solving engineering concerns and armed only with scientific/statistical tools, he
formed a philosophy marrying statistics and engineering methods to achieve rapid improvements in quality and
costs, by optimizing products/process designs. His career has been dedicated to the improvement, evolution, and
practical implementation of these methods.

Basically, Quality Engineering deals with activities performed for the purpose of reducing variability in
product/process function. There are two forms of Quality Engineering: Off-line and on-line Quality
Engineering.

Off-line Quality Engineering

Off-line Quality Engineering activities are performed upstream in the life of a product or process design. Their
intent is to optimize the function ability of an engineered system through his design strategies. This concept
forces the engineer to focus on ‘how’ to divert energy into ideal functioning, even under non-ideal conditions. In
fact, it is taken to granted that products and services should be designed to be inherently defect free and of high
quality and meet customers’ expectations also under no ideal condition. This aide the engineer in conducting
more efficient industrial research to enhance technological capability.

On-line Quality Engineering

On-line Quality Engineering activities are utilized downstream in the manufacturing and field service
environment. Their purpose is to control the behavior of the process/product through control mechanisms,
inspection or preventive maintenance. Its aim is to balance the relationship between monitoring quality and the
cost associated with this monitoring.
Noise are variations that cause the design performance to deviate from its target values

Taguchi divide disturbances into three categories

External Noise- Variations in the environment where the product is used like Temp, Dust etc.
Internal Noise – Wear and tear of the components inside a specific unit e.g. Drift in resistance value due to
aging.
Manufacturing imperfections: In the production process deviation from target values in the parts. A three-step
method for achieving robust design (Taguchi).
Concept design
Parameter design
Tolerance design
The focus of Taguchi is on Parameter design

Parameter Design
The selection of control factors (parameter) and their “optimal” levels
The objective is to make the design Robust!
Control factors are those process variables management can influence.
Ex. The procedures used and the type and amount of training
Often a complex (non-linear) relationship between the control factors and product/design performance.
The “optimal” parameter levels can be determined through experimentation.
From every trial series we can obtain an average result level and a measure of the variation, si, i=1,2,
……..,9.
These values can then be used as a basis for choosing the combination of factor levels that provides the
most robust design.

8 Stages of Parameter Design

The basic procedures in parameter design are as follows:
1. Define project scope/ objectives
Define project objectives
Identify the system or subsystems
Select team leader and members
Establish overall strategies
2. Identify ideal Function
Establish Intent, Desired results
Define Input signal and Output responses
Define Input Function
Determine measurements feasibility
3. Develop Signal and Noise Factor Strategies
Define Signal levels and ranges
 Identify all noise factors
Select critical noise factors and set levels
Determine noise strategies

4. Establish Control factors and Levels

Identify all control factors
Select critical control factors and set levels
Select orthogonal array
Assign control factors to orthogonal array
5. Conduct experiments
Plan/prepare for experiments
Conduct experiment
Collect data
6. Conduct Data Analysis
Calculate S/N ratios and β’s
Complete/Interpret response tables/graphs
Perform 2-step optimization
Make predictions
7. Conduct Confirmation Run
8. Implement and Document Results

Taguchi Experiment –Steps According to Dr. Foster

1. Managers’ job
Identify the problems
Brainstorming
Contribute to experiment design
2. Facilitator’s job
Design experiment
Run experiment
Analyze results
Confirm experiment.

Step-1
Problem Identification
What do managers and/or employees see that need improvement
Step-2
Identify critical variables in the services that affect quality.
Open and honest discourse with all people involved.
Decide which factors are controllable and which are not.

Step-3
Using results from brainstorming session, facilitator will design an experiment.
Management must understand this part, and needs to fully support the resources needed for it.
Step-4
Use of ANOVA requires managers understand its use.
Facilitator, although in charge of the experiment of the process.
Step-5
Factors closest to target specification identified.
Means to reduce controllable variation produced.
Step-6
Set up new system using data from experiment
Test and validate results.

Conclusion
i) Best improvement is early in the process.
ii) Use expert consulting help for full experiment and implementation.
iii) Successfully used in airlines, insurance, hotels and restaurants.
iv) Quality is a major feature that sets a service apart from the rest.
11.8 Nonexperimental Research Designs and Survey Research

Research Design
Research design deals with the ways in which define the process of conducting the study, data are gathered from
sources, analysis and result etc.

Relationships in Non-experimental Research

All quantitative research that is not simply descriptive is interested in examining relationships
A relationship or association is found when one variable varies systematically, either directly or
indirectly with another.

The Importance of Relationships

They allow us to make preliminary identification of possible causes of educational outcomes
They help identify things that need further investigation
They allow for prediction from one variable to another

Descriptive Research
Concerned with the current or past status of something
Describes achievement, attitudes, behaviours, or other characteristics of a group of subjects
Does not involve manipulation of independent variables.

Uses of Descriptive Research

Provide data for initial investigation of an area of study or phenomenon.
Examples of descriptive research questions include.
How much do college students exercise?
What do teachers think about merit pay?
How do students spend their time during independent study?

Things to consider when evaluating descriptive studies

When conducting descriptive studies, relationship conclusions are not warranted!
Pay close attention to the nature of the subjects and the instruments (volunteers, circumstances under
which data were collected, etc.).

Comparative Studies
Comparative study is the act of comparing two or more things on the view to discovering something about one or
all of the things being compared. Comparative study helps to define the organization structure of the subjects as
well as give the differential points between the subject and cases/ matter.

The major aim of comparative research is to identify similarities and differences between social
entities. Comparative research seeks to compare and contrast nations, cultures, societies, and institutions.
Examines the differences between two or more groups on one variable.
Example, if there a difference between second- and third-graders’ scores on a measure of self-concept?
Correlational Research
Bivariate Correlational Studies
Prediction Studies
Multiple Regression Prediction Studies.

Bivariate Correlational Studies

In a bivariate study, researchers obtain scores from two variables for each subject, then use them to calculate a
correlation coefficient. The term bivariate implies that the two variables are correlated (variables are selected
because they are believed to be related). Subjects should be chosen to represent a wide range of performance on
the variables, or the discovery of a relationship is unlikely

Survey Research
Longitudinal Surveys
Cross-Sectional Surveys

11.9 Characteristics of good Survey Research

In survey research, the researcher selects a sample of respondents and administers a questionnaire or conducts
interviews to gather data, which are then used to describe the population. Surveys are used to learn about
attitudes, beliefs, opinions, behaviours, to name a few. Surveys are often used because researchers can gather
accurate information about a large number of people using a small sample and thus it has both surveys as a
research tool and survey research as a research design.

Examples of Survey Research Topics;

1) Descriptive Studies: What is the average length of time teachers use to prepare lessons?
2) Relationship Studies: Is there a relationship between teacher attitudes toward discipline and student
satisfaction with the class?
3) Explanatory Studies: Why are students in one school achieving better than similar students in another
school?

Advantages of Survey Research

i) Versatility
ii) Efficiency
iii) Generalizability
iv) Cost effectiveness
v) Small samples provide for reliable extrapolation of results

Longitudinal Surveys
i) Studies in which the same group of subjects are studied over time.
ii) Trend studies use the same population across time but use different samples from that population each
time.
iii) Cohort studies examine a specific group (same population) over time.
iv) Panel studies are cohort studies that use the same sample each time.

Cross-Sectional Surveys
i) Attempt to simulate longitudinal data in a shorter time frame
ii) Data are gathered from multiple samples of the same population simultaneously
iii) May be used to study a phenomenon at one time or to gather data from multiple groups at the same time.

A Note on Surveys…
i) Need to know, in advance, how the data will be used rather than “fishing” for whatever is out there
ii) Data collection methods may vary but they must be standardized
iii) Instructions should be clear
iv) Both the instructions and survey should be pilot tested
v) Because a typical response rate to a mailed survey is only 40%-60%, follow ups should be conducted
vi) Non-respondents may introduce bias
 SME Corner

I t may strike in the mind that, this chapter may be useful for large industries or the organizations,
who do the testing for new products; but i t is visionary for SMEs to grow in the knowledge and path
with vast areas, coverage and range of techniques which the industry applies.
Cluster of SMEs can do the survey and experiments, through their associations or research/
educational institutes, to make their business and products more acceptable from local to global.
Generate and execute i t with the internal efficiency, compatibility& unique features i n the products
and detailed comprehension on customers.

DoE and Taguchi method could be applied for small in-house testing and experiments for any
process with applying standard method.
So, various survey and research methods are included i n this chapter for understanding and its
utilization.

Self-assessment questions

i) Why Design of Experiments (DOE) is important?

ii) What are the principles of Design of Experiments?
iii) What is the classification of the factors in Taguchi?
iv) What is Taguchi Method?
v) What is Taguchi Definition of Quality?
vi) What are Nonexperimental Research Designs and Survey Research?
vii) How you design of the Research?
/ \
Chapter - XII
Control and Monitoring
Training and Skills
12.1 About Control and Monitoring
About control and monitoring which is learned in Run Charts and Control charts for controlling the system for
its improvement. Here the controlling system discussed about the Management Information System for
understanding and analyzing the plant or shop floor or the whole organization performance assessment. These
are not technology based, rather depending on production and other functions related data based to monitoring
the resource utilizations, throughput and other critical areas.

It is based on the various factors in the factory and organization.

1. Resource Utilization
2. Customer Orientation
3. M/c and Line performance
4. Section-wise and Line-wise Balancing
5. Control of Critical Factors in the Plant
6. Saving initiatives
7. Yield Rate
8. Batch and Customer Requirements
9. Quality of Input and outputs
10. Man-hour and M/c-hour
11. Cost Analysis and Control
12. Process Capacity
13. Managerial Efficiency
14. Resources – Utilization of Manpower
15. Working Environment
16. Business Environment and Competition
17. Business Result or Performances
18. Manufacturing and Production Efficiency and Developmental aspects of an Organization
19. Customer Satisfaction and Service Efficiency
20. Organization Strategy and Maintenance

Table No. 89: Organization Performance concepts

Six Criteria for
Measuring The Five-Forces
The Baldrige Model
Organizational Model of System Dynamics by
of Performance
Performance - Competition - Forrester
Excellence
Scott Sink and Porter
Thomas Tuttle
Industrial Dynamics
(Forrester, 1961): Applied
Potential
Effectiveness, principles of cybernetics to
development of Customer, Product/
Efficiency, Quality industrial systems
substitute Service,
- Internal Quality & System Dynamics:
products Public/society/natural
External Quality Forrester’s work has been
Rivalry among environment,
Timeliness: Cycle broadened to include other
competing firms Marketing, Human
Time, Wait Time, social and economic
Bargaining power Resources,
Completed on systems
of consumers Production,
Time Relying on computer,
Potential entry of Maintenance,
Finance And System Dynamics provides
new competitors Operations and
Workplace a framework in which to
Bargaining power Finance
Environment apply the idea of systems
of suppliers
theory to social and
economic problems

Organization performance is the combination of Financial results, Plant & Manufacturing and Individual or
group performance. Financial Performance many instances considered as corporate performance which consist
of supporting Functions such as Marketing, IT, administration, finance, policy & strategy formulation etc.
Calculation of each process depends on develop of internal critical data, Internal validated data, Formats,
Process of collection data, training and understanding of calculation.
 Financial
Result
Financial
Cost Analysis

Utilization of
Efficiency Resources

Quality
n Manufacturin
Performanc g or Plant Cost
e
Measureme Organization
Target Delivery
Performance
Other Critical
Parameter of Business and
Functional various Plant activities
areas or 13.1
Section-wise
Individual or Targets
Group individual / Group
Target,
Responsibilities
and Performance

Figure 117: Performance Measurement areas

12.2 Sample Plant Performance Parameters
Table No. 90: Sample Plant / Production Performance Measurement Parameters for Incentive

Wt. Ratio Status /

Sl. BASIC Yr14
INDEX (%) Performance Clarification Yr1 (P1) Yr2 (P2) Yr3 (P3) Yr15 (P5)
No. PARAMETERS (P4)
W.. Parameters (P...)

Format
described to
Customer
the QAD and
Customer Satisfaction
1 CUSTOMER 5 Marketing 97.25 96.12 95.12 95.11 95.11
Satisfaction Report or
with Actual
Index
Data
Received (%)
PERFORMANCE Actual
OF THE PLANT Production
(Monthly or
Actual
Yearly, as
Production /
2 15 per the 10614 12659 16512 19819 25120
Target
Achievement Incentive
Production
of Plant Calculation);
Target Cul. Prods.-
MT/KL

3 10 PPM - KL 57531 64502 121204 152338 161420

Aggregated Total Value

losses at of
Reduction in
plant Production /
the % of Loss
Total
or Utilisation
Aggregate
in the areas
Loss in the
of Products,
areas of
Energy,
Products,
Water,
Energy,
Packing
Water,
Materials
Packing
Materials
Reduction in Reduction in
Loss in the Loss in
areas of Products,
Products, Calculation =>
Energy, Total
Water, Production in
Packing the Plant /
4 5 0.92 1.32 1.18 0.71 0.74
Materials Loss Incurred
in Products
(Defects,
Rejection/
Rework),
FAT, SNF
Loss %

5 5 SNF 2.54 2.29 2.67 0.69 1.35

6 5 Reduction in 18.17 19.27 17.37 19 22.58

Loss in
Energy,
Calculation =>
Total
Production in
the Plant /
Total Energy
Used
(Electrical
etc., pl.
 mention);
Milk
Processed/
KWH
Milk
7 5 Processed/ 23.5 23.5 26.9 31.0 35.1
Kg Husk

Reduction in
Loss in
Water,
Calculation
=> Total
8 5 Production in 0.4 0.4 0.4 0.5 0.5
the Plant /
Total water
consumption
(etc., pl.
mention)
Reduction in
Loss in
Packing
Materials,
Calculation
=>(Total
9 5 6.2 2.5 4.6 1.9 1.8
Production in
the Plant /
total packing
material loss
)Total Cost of
Package

Dahi Pkg.
10 5 2.8 2.6 2.7 2.1 1.7
Mat.

Total
Employee
Production
performance
of the Plant /
HUMAN Improvement
Employee Total No. of
11 RESOURCE & 10 Planning at 250146.8 123393.0 159560.9 224253.8 226720.5
Performance Manpower
ORGANISATIONAL the Plant and
(Permanent
Performance
+ Casual/
Index
Outsourced)
Total Sales or Total
Production in Production of
this Plant/ the Plant (in
Total Cost of Monetary
COST OF Employee Manpower in Amount)/ 3540895 5077300 7949434 9822110 10954158
12 15
MANPOWER Cost this Plant Cost of 7 0 0 7 4
(Including Manpower
Permanent (Permanent +
and Contract Casual/
Manpower) Outsourced)

Total Plant Performance 90

It will
As per the Calculate the
Existing Departmenta
PMS or l Level and
Aggregate
EMPLOYEE Individual will be
13 Individual 10 0.643
PERFORMANCE Parameters Included at
Performance
Developed the Time of
by NPC Final
Team Calculation
of Incentive
14 Total Performance 100
Index (TPI)
Table No. 90A: How to Calculate Daily Manpower with Production Norms
DAILY MANPOWER UTILISATION WITH PRODUCTION NORMS

Product/ SKUs Manpower Production Norms Performance/ Utilisation

Total
No. of Pro
Total Hr. w
Per Per Per Target Actual
Sr. Size Proposed Manpower Utilised Capacity
Products min Hour Hour Production Production
No. (gm) Manpower Available / (av. Utilisation
(Nos.) (Nos.) (Kg) (Kg) (Kg)
Allotted Working
Hrs in a
Shift)
A Paneer
1 Paneer Production NA 4 4 10 NA NA 140 1400 1250 89.29
2 Paneer Packing 200 6 6 10 5 300 60 600 350 58.33
3 Paneer Packing 1000 4 4 10 4 240 240 2400 0
B Dhai 10
1 Dahi Cup 85 4 4 10 40 2400 204 2040 0
2 Dahi Cup 200 4 4 10 40 2400 480 4800 0
3 Dahi Cup 400 4 4 10 40 2400 960 9600 0
Dahi Cartoning (48
4 85 4 4 10 20 1200 81.6 816 0 Per
Cup)
Dahi Cartoning (24
5 200 4 4 10 24 1440 115.2 1152 0 Per
Cup)
Dahi Cartoning (12
6 400 4 4 10 30 1800 144 1440 0 Per
Cup)
7 Dahi Matka 5000 5 4 10 2 120 600 4800 0 S
In
8 Dahi PP 200 2 2 10 36 2160 432 4320 0
D
In
9 Dahi PP 400 2 2 10 36 2160 864 8640 0
D
In
10 Dahi PP 1000 2 2 10 36 2160 2160 21600 0
D

In
21
C F. Milk (Filling) 180 10 10 10 36 2160 388.8 3888 and
38

Bolte
180 2 2 10 30 1800 324 3240
Retorting /Sterilizing

D PPM
1 Milk/ PPM 200 2 2 10 80 4800 960 9600
Ac
2 Milk / PPM 500 2 2 10 80 4800 2400 24000
3 Milk / PPM 1000 2 2 10 50 3000 3000 30000 Out
5 Chhach 450 2 2 10 80 4800 2160 21600
E Butter

F Ghee Packing Section

10 ml 10 2 6 10 30 1800 18 540 M
1 M
20 ml 20 2 5 10 30 1800 36 900
Ma
M
100 ml Ceka 100 7 5 10 14 840 84 600
Ma
2
M
200 ml 200 7 7 10 14 840 168 1680
Ma
M
500ml Ceka 500 7 10 14 840 420 0
Ma
3
M
1000 ml 1000 7 10 14 840 840 0
Ma
4 M
500ml Tin 500 7 10 12 720 360 0
Ma
 M
1000 ml 1000 7 10 12 720 720 0
Ma
Fi
5 liter Tin 5000 6 10 3 180 900 0
Ma
5
Fi
15 kg Tin 15000 5 10 1.5 90 1350 0
Ma
Fi
200 gm Jar 200 4 10 12 720 144 0
Ma
Fi
6 500 gm 500 4 10 12 720 360 0
Ma
Fi
1000 gm 1000 4 10 12 720 720 0
Ma
F Ghee Cartoning / Packing
On
10 ml 10 3 3 10 71 4260 42.6 426 Ca
480
1
On
20 ml 20 3 3 10 71 4260 85.2 852 Ca
480
7
100 ml Ceka 100 5 10 0 0 0 CE
C
2
4
200 ml 200 5 3 10 27 1620 324 1944 Ce
C
3
500ml Ceka 500 5 10 0 0 0 CE
3 C
15n
1000 ml 1000 5 3 10 25 1500 1500 9000
C
24
500ml Tin 500 5 10 0 0 0 T
C
4
12
1000 ml 1000 5 10 0 0 0 T
C
4
5 liter Tin 5000 5 10 0 0 0 T
5 C
1n
15 kg Tin 15000 5 10 0 0 0
Per
48
200 gm jar 200 4 10 0 0 0 J
C
30
6 500 gm 500 4 10 0 0 0 J
C
15
1000 gm 1000 4 10 0 0 0 J
C
G Powder Section 10 0 0
1 3 gm 3 1 10 30 1800 5.4 0
2 12 gm 12 5 10 50 3000 36 0
3 25 gm 25 5 10 50 3000 75 0
200 gm 200 10 10 35 2100 420 0
400 gm 400 12 10 35 2100 840 0
4
500 gm 500 12 10 35 2100 1050 0
1 kg DW 1000 14 10 35 2100 2100 0
500gm SMP 500 15 10 30 1800 900 0
5
1 kg SMP 1000 15 10 30 1800 1800 0
6 10 kg Jar DW 10000 15 10 2 120 1200 0
7 25 Kg Bulk 25000 10 10 1 60 1500 0
Total Manpower
103
Allotted
Table No. 90B: Weekly Production and Manpower Calculation Table
WEEKLY MANPOWER UTILISATION
Product Manpower Production Norms Performance
Total
Total
No. of
Manpowe Per Per
Proposed Shift Per Target Actual Capacity
S. Size r min Hour Remar
Manpowe OR Hour Productio Productio Utilisatio
No. (gm) Available (Nos. (Nos. k
r Hr. (Kg) n n n
in the ) )
Utilise
Week
d
Paneer
1 4 16 3 140 1680 1450 86.30
Production
Paneer
2 200 6 18 4 5 300 60 720 600 83.33
Packing
Paneer
3 1000 4 20 3 4 240 240 3600 0
Packing
#DIV/0!
1 Dahi Cup 85 4 12 2 40 2400 204 1224 0
2 Dahi Cup 200 4 17 4 40 2400 480 8160 0
3 Dahi Cup 400 4 15 5 40 2400 960 18000 0
Dahi
4 Cartoning 85 12 3 20 1200 81.6 #DIV/0! #DIV/0!
(48 Cup)
Dahi
5 Cartoning 200 11 1 24 1440 115.2 #DIV/0! #DIV/0!
(24 Cup)
Dahi
6 Cartoning 400 9 1 30 1800 144 #DIV/0! #DIV/0!
(12 Cup)
Dahi
7 5000 5 12 6 2 120 600 8640 0
Matka
8 Dahi PP 200 2 11 1 36 2160 432 2376 0
9 Dahi PP 400 2 10 9 36 2160 864 38880 0
10 Dahi PP 1000 2 8 6 36 2160 2160 51840 0

Per Per Per

Sr. Size
Product min Hour Hour
No. (ml)
(Nos.) (Nos.) (Litter)
1 F. Milk 180 8 3 36 2160 388.8 #DIV/0!
1 Milk 200 6 4 80 4800 960 #DIV/0!
2 Milk 500 4 3 80 4800 2400 #DIV/0!
3 Milk 1000 3 2 50 3000 3000 #DIV/0!
1 Chhach 450 1 2 80 4800 2160 #DIV/0!
Table No. 91: Sample Plant Assessment and Monitoring Sheet
l«
tini i»»l Ml Mil KIKII fflffii KM1 Kill HW
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it«[
501 H W ffl !» KI » KI m IP. 1

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UM»I m is « 4i.' II. 1! IB) III J Mf » I ;; ills S
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iX IJB UFA AIM MW w ___Mki. tftl. _ _W. (ft mi.
UW IM Atm iw MM ;uo iciii UM 1WI I
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Ji OU UM IINil 6111' ACM 7/ um (HI AMI MUI X WU5
2 5 17, It
S litre »v: litre WO l,HWn
*|UF* «wn him iw mi3i*n »i»iwni winm rt«oi*H wore. worn TO rr. ■«rort.u
ll,w Jiwi iU. 41M1 »i •Wf mm
M N
JW ----------- WM*: rt»i«
tH rwj'inm Irtw W« Mlffi irfTO

immui
Table No. 92: Sample daily output sheet with productivity
Day1 Day2 Day3

Selective
Total Day Total Total Day Total
Team Item
Sr. Available Total Work Output Available Total Available Total Work Output Av
Polish Teams Members, Categories
No. Name for this
Manpower Output on (Output+ Manpower Output Manpower Output on (Output+ Ma
Rework Rework) Rework Rework)
Team

1 9 2 11
1 8 2 10
1 QC Team 1 1 7 2 9
1 6 2 8
1 8 2 10
1 9 2 11
1 6 2 8
2 QC Team 2 1 3 2 5
1 4 2 6
1 5 2 7
1 5 2 7
1 5 2 7
3 QC Team 3 1 5 2 7
1 5 2 7
1 5 2 7
1 5 2 7
1 5 2 7
4 QC Team 4 1 5 2 7
1 5 2 7
1 5 2 7
5 TOTAL 20 ## 40 155 0 0 0 0
Analysis
6 6 2 7.75
(Productivity)
Table No. 93: Sample daily work monitoring sheet

Table No. 94: Sample Section-wise Daily Capacity Monitoring and Analysis Sheet
Section-wise Daily Capacity Monitoring and Analysis Sheet
Final
Wax Police,
Pre- Output
Sections Waxing and Casting Grinding Handmade Filing EP/MP Setting 12 Rodium Remark
polish Day
Sr. Setting MP,
No 8H
Installed/
Planned 190 190 190 190 190 190 190 190 190 110 190 120
Capacity
1 Day1 210 150 160 175 145 135 270 239 210 139 146 130 2079.29
2 Day2
3 Day3
4 Day4
5 Day5
6 Day6
7 Day7
8 Day8
9 Day9
10 Day10
11 Day11
12 Day12
13 Day13
14 Day14
15 Day15
16 Day16
17 Day17
 18 Day18
19 Day19
20 Day20
21 Day21
22 Day22
23 Day23
24 Day24
25 Day25
26 Day26
27 Day27
28 Day28
29 Day29
30 Day30
31 Day31

Table No. 95: Sample Manpower Output and per-day Capacity Analysis
Name of the Department - Final Policing
Manpower Output and Per-day Capacity Analysis
Per-day Total
Manpower Per Rework Capacity Output With Output
Remark
Nos. Manpower % in 8Hrs. 8hrs. in OT with OT
Output 8Hrs.
12 10 10 9 108.00 0.001 108.0135
23 13 20 10.4 239.20 0.0001 239.20299
12 9 10 8.1 97.20 1 109.35
12 9 10 8.1 97.20 1 109.35
10 9 16 7.56 75.60 1 85.05

Name of the Department -

Manpower Output and Per-day Capacity Analysis
Per-day Total
Manpower Per Rework Capacity Output With Output
Remark
Nos. Manpower % in 8Hrs. 8hrs. in OT with OT
Output 8Hrs.
12 10 10 9 108.00 0.001 108.0135
23 13 20 10.4 239.20 0.0001 239.20299
12 9 10 8.1 97.20 1 109.35
12 9 10 8.1 97.20 1 109.35
10 9 16 7.56 75.60 1 85.05

Name of the Department -

Manpower Output and Per-day Capacity Analysis
Per-day Total
Manpower Per Rework Capacity Output With Output
Remark
Nos. Manpower % in 8Hrs. 8hrs. in OT with OT
Output 8Hrs.
12 10 10 9 108.00 0.001 108.0135
23 13 20 10.4 239.20 0.0001 239.203
12 9 10 8.1 97.20 1 109.35
12 9 10 8.1 97.20 1 109.35
10 9 16 7.56 75.60 1 85.05

Name of the Department -

 Manpower Output and Per-da y Ca pacity Analy sis
Per-day Total
Manpower Per Rework Capacity Output With Output
Remark
Nos. Manpower % in 8Hrs. 8hrs. in OT with OT
Output 8Hrs.
12 10 10 9 108.00 0.001 108.0135
23 13 20 10.4 239.20 0.0001 239.203
12 9 10 8.1 97.20 1 109.35
12 9 10 8.1 97.20 1 109.35
10 9 16 7.56 75.60 1 85.05
TRAINING AND DEVELOPMENT
12.3 Design and organize the Training in an Organization
Training and Development started in imparting as the necessities of employee improvement in an organization,
which emphasize on the improvement of the performance of individuals and groups. Training is a learning and
educational process which involves the improving of skills, concepts, changing of attitude and gaining more
knowledge to enhance the performance of the employees.

Through the initiatives under the Human resource management, training & development attempts to improve the
current or future employee performance by increasing an employee's ability to perform through learning. It
usually happened by changing the employee's attitude or increasing his or her skills and knowledge, which are
essential for new jobs and products.

How to Design and Planned for Training

In Large and Medium industries have established Human Resource department for Human resource
development. Training is designed as per the Training process of Training Need survey for the entire
organization Training – Existing and Proposed Training for department and sections and Training Need
Identifications for the Individuals and their Jobs, specific skills and competencies.
Throughout the Organization

Functional Areas /Department

Training Need
Survey
Technology andTechniques

Training Need Soft Skills

Assessment
Individual

Job andTechniqut
Identification

New Process and Techniques

Figure 118: Training Need Assessment

For Small Scale Industries, Training identified and executed as per organization needs, departmental / section
needs, specific machine or technology based, product and customer based, initiated by Managers or supervisors.

12.4 Purpose of Training

i) Skills and Competency of employee
ii) Individual and organization performance
iii) During the inclusion new technology and techniques
iv) Train to the Teams for Motivation and Participation
v) To solve the Quality concerns
vi) As per corporate training Policy
vii) Refreshment from the monotony in the daily Job

12.5 Principles of Training in an organization

1) Need-based Training
2) It is a continuous and daily practice
3) Training Design as per Jobs and skills gap
4) Commensurate with Organization goal
5) Balanced with Learning and improvement
6) Ensure the Quality of Output
7) Appropriate with Time Duration and Sources
8) Organization and Customers driven
9) On-time execution.

12.6 The important types of training organized in the industries

 1. Induction or orientation training
2. Job Training or in-plant training
3. Apprenticeship or craft training
4. Internship training
5. Refresher and re-training
6. Organization and employee need based Training

12.7 Process of Training Program

T Training “
need
identificati
l on

Redesign Purpose
the and
Training Outcome
program of the
t— - -------

Evaluation o f
the Training Selection
performance: of t h e
Quality and T raining
l performance , method

r
Conduct
the
Training
Industry Training Process,
it comprises of a series of steps that needs to be followed systematically to develop an
efficient training program. Training is a methodical action to perform for modifying the skills, change in
attitudes and the behavior of an individual to perform a particular job and solve a critical situation.
ADDIE is an abbreviation for the five stages of a development of a training process: Analysis, Design,
Development, Implementation, and Evaluation.

Figure 119: Training Process Cycle

12.8 Process of Selection the Training
program

Organization select the training with a matrix, made for that organization with the following criteria;
1. Need Based
2. Customer Based
3. Employee skills and competency based
4. Program based
5. Future planning and Improvement
6. New Technology, techniques, process and statutory based etc.
 QUALITY COMAPNIES TRAINING MATRIX
Minimum Training Requirements

£ ■r i

ten
J £
&
T- /a
«a

/ si
// //

9u,,p
Company Classification
1 ££
£J2 § £
o

0
J
££
/ / £*

h
J / / £

Pssr/
f s
Training class expriation interval -> Once Once 4 years Once 3 year 4 years 2 years 2 years 3 years Annual Once 3 years 4 years Annual 4 years
REQUIRED FOR ALL OFFSHORE ________
QPM Field Supervisor / Foreman X X X X X X X X X X X X X
Lease Operator
Lead Operator X X X X X X X X X X X X X
A Operator X X X X X X X X X X X X X
B Operator X X X X X X X X X X X
C Operator X X X X X X X X X X
D Operator (Roustabout) X X X X X X X
Operatori X X
Operator 2 X X
Gas Operations X X
Electrician / Operator X X X X X X X X X X
Mechanic /Operator X X X X X X X X X
l&E/PLC X X X X X X X X X X
Offshore Clerk X X X X X X
Pipeline Tech nlcian
Truck RackTechnician

QCP Superintendent X X X X X X X X X
Welder X X X X X X X
Fitter X X X X X X X
Rigger X X X X X X X
Crane Operator X X X X X X
Blaster/ Painter X X X X X X X X
Helper X X
Onshore Shippings Receiving X X X X
Onshore Shop Personne X X X
Onshore Equipment Operator X X X X X

Figure 120: Sample Training Matrix (collected)

Most HR managers use a variety of these types of training to develop an all-inclusive employee or specific need;
i) Skills Training
ii) Technical or Technology Training
iii) Training on Quality
iv) Soft Skills Training
v) Professional Training and Legal Training
vi) Team and leadership Training
vii) Managerial Training based on functions
viii) Safety Training

12.9 Few training programs for the internal manpower and improvement teams
1. Basic Concept of IE for better productivity, M/c and manpower utilization
2. Process of improvement in productivity and utilization of resources
3. Basic Lean Six-sigma techniques
4. Concept Quality – QI, QC and QA
5. Application of 7QC Tools and Basics of TQM
6. Basics about the Data – Collection and Analysis related to the Production and Quality
7. Soft Skill Training – Time Management, Team Building, Motivation etc.
8. Special Supervisors training of existing supervisors in in group/s.
Sample Training Program: Multi-skilling

MULTISKILLED TRAINING CHART

Doc. No.:
Review Date:
Next Review Due On:

Photo

DEPARTMENT : FABRICATION

WORK STATION :

WORKER NAME :

AGE :

ADDRESS :

CONTACT NO.:

Sr.
AREA OF WORK STATUS REMARKS
No.
01 Drawing
02 Shearing
03 Drilling
04 Bending
05 Gas cutting
06 Welding MIG
07 Welding ARC
08 Welding TIG
09 Grinding
10 Leakage Testing

NOTE:
1: Needs Supervision 3: Can do Work Individually and Training to Others
2: Can do Work Individually 4: Can do 2, 3 + Developmental and Problem solver

PREPARED BY APPROVED BY
(HR Dept. / Plant Manager)
Note: This Types of Chart could be prepared for all Functional section in the Plant, like Maintenance, Quality,
Production, Assembly etc.

SME Corner

After the implementation of various applicable techniques, SMEs, necessarily do the monitoring
work on the improvements, daily, weekly and monthly working in various areas, mainly resources.
The core monitoring areas must include the critical areas of input, output, process, customers
and business etc.

Various samples are enclosed as per the various products and industries, which will give a
workable idea about the designing of the Production controlling and critical areas for monitoring
of the resources/ inputs, quality and delivery.

SMEs should design some important areas of training useful for their plant as per regular practice,
yearly and for any specific purposes. Plant should realize the importance on competency and
multi-skilling. Plant should make a procedure for new recruitments, promotions and to apply of
new techniques.

Self-assessment questions

i) What is the importance for establishing a controlling and monitoring system?

ii) How to develop the Plant Performance Parameters?
iii) What is the purpose of training?
iv) Why Training is important?
v) How to apply principles of training in an organization?
vi) What are the important types of training organized in industry?
vii) How to design training program?
viii) What will be the process of selection the training programs?
ix) How to do and implement the multiskilled training chart?
 Chapter - XIII
Shop Floor Design, Cellular
Manufacturing

Volkswagen factory in Wolfsburg, Germany

13.1 INTRODUCTION
In an efficient production system, effective arrangement of machines and manpower in the shop floor, reduced
many unproductive movements in the plant. For making effective arrangement study-based Layout design is
essential. For every unproductive motion and transportation, units incurred cost for long wastage time. Layout
depends in set up of M/cs, and position of equipment, various materials and manpower. Layout could not be
changed every-time except some flexible shop floor, where for each products layout could be changed, but for
engineering and heavy machineries, layout is fixed unless new technology and new plant developed. Most of the
SMEs started with a small set up, when business grows up, new machines are accommodated in the same place
without study / assessment based structured layout design. These circumstances are natural in all industries. So,
layout design is another important aspect which was mentioned in the method and motion study.

In Lean techniques, concept of cellular manufacturing and 5S are the two techniques associated with plant layout
and arrangement of material for reduction of two wastages of internal motion and transportation. Space in the
plant is part of investment, may be ranted or own land, optimum utilization of space is significant in
productivity. In developed countries where cost land is comparatively high, does the space management with the
industrial engineering techniques.

A Plant layout caters all aspects of the plant staring from approach road, government regulations, land size &
dimensions, owner choice, office building, observation points, material movement, warehouse, stores etc. In
manufacturing plants, the position of production sections, flow of operations, production & operations linkages,
chemical processing, safety, training, position of control room, temporary or permanent labour accommodation,
cellular position M/c (machine) with working, and spaces for maintenance, emergency & safety. Good layout
should be flexible, uninterrupted flow of production and maintain the method of work and cost effectively.

In this chapter, the major areas are the layout for better space utilization in the shop floor. Plant layout is a
systematic and efficient functional preparation of various sections, machines, tools, equipment and other
supports services of an industrial organization. So that it could facilitate the interrupted processing of the
proposed or undertaken product in the most effective, most efficient and most economical manner in the
minimum possible time.

13.2 Shop Floor and Layout

Shop floor, work stations, position of manpower, material and operation & process flow are the intrinsic and
integral part of shop floor and layout. Effective shop floor depends on well planned, designed and flexible
layout. When every movement and transportation costs to the plant, layout should be focused by management. A
well-designed plant, becomes ready for smart manufacturing, have the first completion of effective layout. Every
units of a plant should be well placed with a discipline for sustainability; it is the demarcation of organized
production system.

Fixed or
Positional Layout
Process based
and Functional
Types of layout
Layouts
Line of Product
layout

Combined
Layout
Types of Layouts

Fixed or Positional Layout

 —
Men — — >
Finished
Tools — —» Workplace ------► product
Components — —* to Store
—

Figure 121: Types of layouts

These types of layout are used for large
and heavy jobs like aero-plane, ship building, locomotives etc., where working machines, equipment, materials
are set up and carried the working in fixed place. This layout designs as per the fixed of working of the total jobs
as per the less movement of the job and accessories. It is used for long term jobs with a fixed working time as
per project. The demerits of this layout are, sometimes it is open space working, huge tools and machineries,
change of workstations for similar work in the same jobs. It very high specialized and designed job with low
quantity with high quality.

Process and functional Layout

Shaping Milling Drilling

M D

M M D

M M
S

S Assem bly

Receiving and
shippng store

In this layout, the functional areas of

working are given in priority and similar operations in the same place. In typical engineering and manufacturing,
working is carried out in groups in same areas like, cutting, shaping, milling drilling, welding, buffing, chemical
processing, quality checking and loading etc. This layout is useful in specific job orders from customers and
tailor-made work. Similar operations may be different in specified machines.

Product Layout
This simple layout as per the Line and flow of operations. All operations are carried out in a line as the
functional sequence. It is used in assembly line design and automobile industry as per the flow of work and times
of operations. It useful for high speed bulk manufacturing and continuous production. Resources are optimum
utilized in this layout.

Material
from Store
Casting Shaping Milling Drilling Inspection
Combined Layout
■> Line Layout

Finished Products
Process Layout

Raw Material

It is combination process based and

product layout, it balanced to set up machine and equipment as per the process with group of activities with
similar machines and operations and also as per the flow and sequence of operations.

Majority of the manufacturing units adopt this layout as per the balancing of operations. The specialty of this
layout is based on the disciple of working, working path and reduction in unproductive reprocessing and wastage
in time.
13.3 Concept of Cellular Layout

Cellular Manufacturing
Being an important aspect in the Lean manufacturing process, cellular manufacturing (CM) is that produces
close linked of liked parts within a single line or cell of machines operated by operators, only within the line or
cell. A cell is a small scale, clearly-defined production unit within a larger factory.

CM is a process of engineering, which is a subsection of just-in-time manufacturing and

Lean manufacturing encompassing a group technology. The goal of cellular manufacturing is to move as quickly
as possible, make a wide variety of similar products, while making as little waste as possible.

Industries in developing countries are struggling for making a CM capable plant with optimum management,
excessive movement in the shop floor. Sometimes, it is mis-understood that only application of 5S makes the
plant efficient in CM.

CM unit is equipped with complete responsibility for producing a family of like parts or a product. All necessary
machines and manpower are contained within this cell, thus giving it a degree of operational autonomy. Workers
are expected to have learned a full range of operating skills required by their cell. Consequently, systematic job
rotation and training are necessary conditions for effective cell development. Complete worker training is
needed to ensure that flexible worker assignments can be fulfilled.

CM is actually an application of group technology, which described as a first pebble to achieving world class
manufacturing level. The objective of cellular manufacturing is to design cubicles/ cells in such a way that, some
measure of performance could be optimized. This estimation of performance could be productivity, cycle time,
or some other logistics measure. Estimation is observed in practice include pieces per man hour, unit cost, on-
time delivery, lead time, defect rates, and percentage of parts made cell-complete.

Cellular Flow Manufacturing is the linking of manual and machine operations into the most efficient
combination of resources to maximize value-added content while minimizing waste. The most efficient
combination implies the concept of process balancing. This process involves placing a cluster of carefully
selected sets of functionally dissimilar machines in close proximity to each other. The result is small, stand-
alone manufacturing units dedicated to the production of a set or family of parts or essentially, a miniature
version of a plant layout.

In the machinery, it may be functionally dissimilar, the family of parts produced, contains similar processing
requirements or has symmetrical similarities. Thus, all parts basically follow the same routing with some minor
variations like hopping an operation. The cells may have no conveyor-based movement of parts between
machines, or they may have a flow line connected by a conveyor that can provide automatic transfer.

Hybrid system: Cellular manufacturing is hybrid system also, that links the advantages of a job-shop with the
product layout of the in-line continuous flow. The cell design provides for quick and efficient flow, and the high
productivity associated with assembly lines. However, it also provides the flexibility of the job shop, allowing
both similar and diverse products to be added to the line without slowing the process.

Below figures 1 and 2 compares a cellular layout to that of the typical job-shop or process layout.
 Figure 1 Figure 2
P recess Layout Cellular Layout

□ □□□ oooo □007 □007

Hydraulic Presses MillingMachines Coll si Cdl#2

0000 ww □007 □007

Lnlhes Waldens CellW Cdl4M

Figure 1, Process Layout Figure 2, Cellular Layout

Unplanned Layout and Cellular Layout (from Expert)

13.4 Benefits of cellular manufacturing

Many firms shifting the plant layout towards cellular manufacturing for improvements in performance, optimize
the movement of manpower, internal motions etc.; without any adverse effects. Planned improvements occurs
due to CM, apparently include reductions in work-in-process, finished goods, lead time, late orders, scrap, direct
labor, and workspace.

It enhances the control in production and quality, by breaking the factory into small, homogeneous and cohesive
productive units, production and quality control to make easier. Cells that are not performing according to
volume and quality targets can be easily isolated, since the parts/ products affected can be traced to a single cell.
Also, because of the productive units are small for organized, the search for the root of problems made easier.

Advantages of cellular manufacturing are;

i) Possibility in reduction in setup/ arrangement time
ii) Work in progress reduction
iii) Plant could reduce the material handling cost
iv) Internal motion and transportation will reduce
v) Optimization in material flow distance
vi) Machine utilization could be improved
vii) Decrease in production lead time
viii) Quality will be more focused
ix) Worker’s motivation
x) It enables plant to implement the one-piece production.

CM Limitations
In-spite of many possibilities of improvement through cellular manufacturing, there are some limitations also;

i) Implementing cellular manufacturing could lead to a decrease in manufacturing flexibility

ii) It also realized that conversion to cells may cause some loss in routing flexibility, which could then impact
the viability of cell use.
iii) Obtaining balance among cells is also more difficult than for flow or job shops (it may require full expertise
of Industrial engineering concept to design, which not available to the plant).
iv) By contrast, with cells, if demand diminishes greatly, it may be necessary to break up that cell and
redistribute the equipment or reform the families.
v) Some researchers warned that the benefits of cellular manufacturing could deteriorate over time due to
ongoing changes in the production environment.
vi) It is noted that conversion to cellular manufacturing can involve the costly realignment of equipment.
vii) The burden lies with the manager to determine if the costs of switching from a process layout to a cellular
one overshadows the costs of the inefficiencies and inflexibility of conventional plant layouts.
13.5 The impact of cellular manufacturing on workers
Nancy Hyer and Urban Wemmerlov noted in Mechanical Engineering that while technology and processes
represent the "hard side" of cells, people represent the "soft side." They state that the soft side factors are far
more difficult to change than are the hard side factors. Most implementing firms spend most of their time
struggling with soft issues. Cellular manufacturing calls for radical changes in the way industrial work is
designed, structured, planned, controlled, and supervised. It makes worker self-management a reality, so
management must be convinced that the workers can master all the required aspects of the work.

The decision to implement cellular manufacturing requires a deep commitment to excellence and a desire to
permanently change the way factories are viewed and managed. Cellular manufacturing affects workers in a
number of ways. Among the factors now discussed are issues of self-management, motivation, employee input,
supervision, and group cohesiveness.

The Implementation Process of cellular manufacturing

Cellular manufacturing requires a fundamental paradigm shift from “batch and queue” mass production to
production systems based on a product aligned “one-piece flow, pull production” system. Batch and queue
systems involve mass-production of large inventories in advance, where each functional department is designed
to minimize marginal unit cost through large production runs of a similar product with minimal tooling changes.
Batch and queue entail the use of large machines, large production volumes, and long production runs.
The following steps and techniques are commonly used to implement the conversion to cellular manufacturing.

Step 1: Understanding the Current Conditions

The first step in converting a work area into a manufacturing cell is to assess the current work area conditions,
starting with the product and process data. For example, PQ (product type/ quantity) analysis is used to assess
the current product mix. Organizations also typically document the layout and flow of the current processes
using process route analyses and value stream mapping.

The next activity is often to measure time elements, including the cycle time for each operation and the lead
time required to transport and WIP between operations. Takt time, or the number of units each operation can
produce in a given time, is another important time element to assess. Time elements are typically recorded on
worksheets that graphically display the relationship between manual work time, machine work time, and
operator movement time for each step in an operation. These worksheets provide a baseline for measuring
performance under a cellular flow.

Step 2: Converting to a Process-based Layout

The next step involves converting the production area to a cellular layout by rearranging the process elements so
that processing steps of different types are conducted immediately adjacent to each other. For example,
machines/ workstations are usually placed in U or C shape to decrease the operator’s movement, and they are
placed close together with room for only a minimum quantity of WIP. The process flow is often
counterclockwise to maximize right-hand maneuvers of operators.

To enable a smooth conversion, it is typically necessary to evaluate the machines, equipment, and workstations
for movability and adaptability, then develop a conversion plan. In many cases, it is helpful to mock-up a single
manufacturing cell to assess its feasibility and performance. The image to the right illustrates the flow in a
cellular production environment, where parts are pulled into the system as signaled by customer demand.
Several techniques are important to facilitate effective cellular layout design and production.
SMED: Single-Minute Exchange of Die (SMED) enables an organization to quickly convert a machine or
process to produce a different product type. A single cell and set of tools can therefore produce a variety of
products without the time-consuming equipment changeover and set-up time associated with large batch-and-
queue processes, enabling the organization to quickly respond to changes in customer demand.
Autonomation: Autonomation is the transfer of human intelligence to automated machinery so that machines
are able to stop, start, load, and unload automatically. In many cases, machines can also be designed to detect the
production of a defective part, stop themselves, and signal for help. This frees operators for other value-added
work. This concept has also been known as “automation with a human touch” and jidoka, and it was pioneered by
Sakichi Toyoda in the early 1900’s when he invented automatic looms that stopped instantly when any thread
broke. This enabled one operator to manage many machines without risk of producing vast amounts of defective
cloth. This technique is closely linked to mistake-proofing or poka-yoke.

Right-Sized Equipment: Conversion to a cellular layout frequently entails the replacement of large equipment
(sometimes referred to as monuments) with smaller equipment. Right-sized equipment is often mobile so that it
can be reconfigured into a different cellular layout in a different location. In some cases, equipment vendors
offer right-sized equipment alternatives, and in other cases, companies develop such equipment in-house. A rule
of thumb is that machines need not be more than three times larger than the part they are intended to produce.

After moving the equipment and ensuring quick changeover capabilities, organizations typically document new
procedures for the new layout and train workers on the new production process. In many cases, workers from the
affected processes participate in the conversion process. The new layout is also tested and measured against the
baselines recorded in step 1 to confirm improvement.

Step 3: Continuously Improving the Process

This step involves fine tuning all aspects of cell operation to further improve production time, quality, and costs.
Kaizen, TPM, and Six Sigma are commonly used as continuous improvement tools for reducing equipment-
related losses such as downtime, speed reduction, and defects by stabilizing and improving equipment
conditions. In some cases, organizations seek to pursue a more systematic redesign of a production process to
make a “quantum leap” with regard to production efficiencies and performance. Production Preparation Process
(3P) is increasingly used a method to achieve such improvement.
An entire facility can be broken down into a number of mini-plants, each of which operates as an independent
profit center.

Self-Management
Cell workers are encouraged to think creatively about production problems and are expected to arrive at
pragmatic solutions to them. While they are free to seek advice from plant management and staff, the identified
problems and subsequent analysis, and usually the solutions, are entirely their own. Workers have the authority
and are encouraged to implement and follow up on action plans to improve their work. Some managers ask cells
to set improvement targets for themselves and measure their performance in comparison to these targets. In
addition, workers are given the freedom to plan, coordinate, and control their work within their cell as long as
they meet company standards of quality, volume, time, and cost.

Motivation
Behavioral psychology proposes that challenging work assignments keep employees motivated, satisfied, and
productive. Flexible work assignments within the cells ensure that employees are constantly learning new tasks
and constantly being challenged. Job rotation within the cell introduces variety in work patterns, thereby
breaking the monotony (which has been known to cause absenteeism and problems in quality and productivity).
Industrial work is productively accomplished in a group work setting. Cellular manufacturing can energize the
group, attacking the lethargy found in many industrial situations.

Employee Input
With the cell work group energized and motivated, the employees are more likely to actively and continually
bring their mental capabilities to bear on job-related problems. Cell workers are the closest ones to the
production process, so practical ideas are likely to instigate other ideas, which could then give rise to a
continuous, almost self-sustaining chain reaction of improvement. As the workers see their own creative output
being implemented, they begin to develop self-esteem and a stronger desire to succeed. They even begin to
challenge each other to improve on their prior accomplishments.
The drive toward excellence is fueled by the human need to achieve until the desire to excel and continuously
improve becomes part of the factory culture. Then as workers learn by doing more, they become more proficient
at generating ideas which, perpetuates the cycle of improvement. Cellular manufacturing can be the structural
catalyst that starts, contains, and sustains the improvement process.

Supervision
The intense use of manufacturing cells tends to flatten the factory management structure and reduce overhead
costs. When work group autonomy, worker versatility, and small group improvement activities converge, the
need for supervision is drastically reduced, if not eliminated altogether. Cell manufacturing perpetuates the idea
that the work group should supervise itself. A workforce that is motivated, trained, and assigned specific clear
responsibility for a product or part, coupled with simplified production planning and control, does not need to be
minutely controlled or supervised in order to do a good job.

Group Cohesiveness
The creation of small-scale productions dedicated to production of a few similar parts increases work group
cohesiveness. Since each cell has few employees, typically less than fourteen, extensive interpersonal contact is
unavoidable. The workers are now part of a single, identifiable unit with operating autonomy and responsibility
for a specific product, linked by the common purpose of continually improving the productive unit for which
they are responsible. The cell structure keeps problems at a level where they are manageable and gives
employees the opportunity to exercise their creative potential in a pragmatic way. When problems calling for
technical expertise beyond that of the workers, managers and production staff can be called on to provide
assistance. Cell manufacturing builds a cohesive subculture within the wider social environment of the plant.

The use of flexible work assignments contributes even more to the group's cohesiveness and loyalty. Employees
who regularly perform the work also done by coworkers are more likely to demonstrate empathy and support
when dealing with each other on the job. If each worker has experienced each job firsthand, they are more able to
offer encouragement and advice on how the work can be improved and each worker is more receptive to the
input of his or her coworkers. Each worker can view and understand completely the task, responsibilities, and
mission that top management has dedicated to the cell. The cross-fertilization process that emerges can generate
some truly creative ideas for process improvement. As the expression goes, "as iron sharpens iron, so shall one
man sharpen another."

Finally, work group cohesiveness, reinforced by the cell structure, facilitates total people management. Due to its
small scale and mission focus, the cell can be easily mobilized. Top management is too far removed, spatially
and socially, from the workers to be able to interact with them extensively enough to significantly control the
socialization process. Management can shape corporate values and create a nurturing social environment, but it
cannot instill these values into the minds of the lower level employees. Hence, corporate values are better
communicated and instilled into daily work habits by small group processes.

The cell is better able to exercise social control over deviant workers since it can directly and immediately
manipulate social rewards and punishment. Any worker who fails to conform may find his deviant behavior
quickly detected and reacted to by the withdrawal of the social support of the cell. Deviant behavior that is
hidden from management for long periods of time is very visible to the small group and can be dealt with
quickly.
Conversely, high-performing group members are also quickly visible but are rewarded with esteem and respect
from the other cell workers. Consequently, management can work through the cell to instill the corporation's
values, attitudes, and philosophies. Once these are internalized by the group's key members, the group itself will
take over the socialization process of indoctrinating these values into the mindset of each worker.
13.6 CASE STUDY OF LAYOUT DESIGN IN AN ENGINEERING INDUSTRY
About the organization
It is an engineering organization produced the bridge joints components in their existing plant, wanted to shift to
another with a specific area. The target was the maximum utilization of the space and allocation as per the future
projection of the produced items. Space should be as per the product-wise allocation of the areas as per market
trends of that products with raw material to final delivery.

List of Products
Elastomeric Bearing
Rocker and Roller Bearings
Pod Bearings
Expansion Joint

Table No.: M/cs and material specifications

Total
M/c Regular Mat.
Sr. Name of the Maintenance Max. Material Area Remar
Area Areas (sq.
No. M/c Area Size (mm) (Sq. k
(Ft.) ft)
Ft)
Shaper
1 2`9.5``X2`3.5`` 2`3.5``X1`8`` 6.40
Machine
Lathe
2 2`3.5``X4`3`` 2`X2`9.5`` 62.34
Machine
Drill 3`11``,
3 2`6``, etc. 15.34
Machine 2`3.5``X4`3``
4 Planar 7`3``X4`7`` 2`9.5``X2`10`` 33.23
VTL(Vertical
5 Lathe 3`11`` 2`6`` 15.34
Machine)
Hydraulic
6 3`3``X3`3``X0`8`` 1`8``X1`1``X0`3`` 10.56
Press
MIG (Metal
7 Inert Gas) Of any Req. Size Of any Req. Size
Machine
Testing Rig 3`3``X3`3``X0`8``, 1`8``X1`1``X0`3``,
8 10.56
RA2596 etc. etc.
Testing Rig 3`11``,
9 2`6``, etc. 15.34
RA660 2`3.5``X4`3``
Testing Rig 3`11``,
10 2`6``, etc. 15.34
Big 2`3.5``X4`3``
Electric Arc
11 Of any Req. Size Of any Req. Size
Welding
12 Bend Saw
Portable
13 Grinding Of any Req. Size Of any Req. Size
Machine
Rubber and
14
Rolling Mill
15 Needer

Table No.: Material and M/cs

Existing Production Details No. of
Raw Materials
List of Machines in the Plant Machines
Plate Iron Shaper Machine 4
Angle Iron Lathe Machine 2
Flat Iron Drill Machine 3
Round Iron Planar 2
Rubber and
VTL (Vertical Lathe Machine ) 1
Chemicals
Hydraulic Press 5
 Different types of MIG (Metal Inert Gas) Machine 2
Oils
Diesel
Testing Rig 3
Fix Grinder 2
Flexible Sharp Grinder 2
Welding Set 7
Bend Saw 1
Generator 2

Table No. : Rubber Section M/cs

Machines exist on Desired No. of
S. No.
Location Machines
1 Rubber and Rolling Mill 3
2 Needier 1
3 Generator 1

Process flow chart of the products

ROCKER AND ROLLER BEARING
Received Order ELASTOMER BEARING

Received Order
MS Order Place

Received Material
Internal Plate Order Procurement of
Rubber and Chemicals

Received
Making of Rubber
Machining Welding Sheet as per size
Acid Wash

Drilling Machining Testing of Raw

Corner Cutting and
Material
Grinding

Drilling
OK received in Plant
Straightness

Grinding
Adhesive Coating

Httinci
Fixing in Mould a n d
Vulcanization Process
Painting

Grinding and Testing

Testing (Inspection)

Dispatched Dispatched

POT BEARING

Order R eceived

EXPANSION JOINT

Elastomeric PTFE Order Brass Ring Sleeves

SS O M S O rd e r
Pattern Dicn and Bolts
AnglcOrdcr 50 m m Order Stud Order Seal Order Order

Brass Sheet
Casting Raw material Received I a n d Purchase
Received RM Machining
Order and Die D rrf»r Purchased
Culling of Angle in A rrannpmp-nt
Path/ Bending
Ri7fi
Weldfng Welding:
Received Pasting of Sent to
Buffing a nd of C o l l a r s
Cast ing PTFE Binder
Grindinn
Drilling
Gri ndmg Drilling
Machining Final
Product
Stud Welding Receive d

Drilling Grinding

Parry Welding

Fitting
Straightness

Painting
Chipping and Grinding

Inspection
Painting

Dispatched Marking

Dis patched

Rubber Plant, Process Flow

 Main
RM a n d Mixing Cutting
Other Mill Table

N e e d er Small Sand Blast

(Mixer) Mixing (Seperate
Mill Operation)

Chart No. : Rubber Plant Process Flow

Table:
Working
Machine Machine Area RM / WIP
Area (Sq.
Name L*W (Sq. Feet) Areas
Feet)
Needer (Mixer) 15X15 225
Main Mixing
15X13 195
Mill
Small Mixing
13X6 104
Mill
Testing Mill 4.5X10 45
Sand Blast 23X7 161
Cutting Table 12X4 48
778

Table:
I/P and O/P
Sections and Other Space Area
Area
Finished Material Storage
13X4 52 52
Table
Chemical Testing Table 7X4 12X8 76
Raw Material Area 47X8 376
Hydraulic Press 4X3 12
516
Table: Op erational details of the M/c
Amount
Tools
Name of Name Input of Input Output
Sl. Outputs Output Used in
the of Input Carried Stored Carried Remarks
No. Form Produced Material
Machine (Form) From near To
movement
Machine
1 VTL
of
Bottom Raw
Desired
Plate of Material Not Crane
Shape Drill
Pot Handling Fixed Hooks
and
Bearing Area
Size
11
2 Lathe- A (8 Feet)
As per
Raw the
Bottom Material Not Desired Crane
1 Drill
Plate Handling Fixed Shape Hooks
Area and
Size
As per
the
Shaper Not Desired Crane
2 Piston
Machine Fixed Shape Hooks
and
Size
As per
the For
Planar Not Desired weld on Crane
3 Knuckle
Machine Fixed Shape Slab Hooks
and plate
Size
As per
the
Bend Not Desired Planar Crane
4 Roller
Saw Fixed Shape Machine Hooks
and
Size
As per
Shaper the For
Machine
Not Desired weld on Crane
5 Saddle and
Fixed Shape Saddle Hooks
Planar
and plate
Machine
Size

Lathe-
3 B (6 As same as on Lathe A
Feet)
4 Planar – Big
Raw
Expansion Material Not Drilling Crane
1
Base Handling Fixed Machine Hooks
Area
Drilling Crane
2 Roller Lathe
Machine Hooks
Raw
Welded
Material Crane
3 Slab Plate with
Handling Hooks
Knuckle
Area
Raw
Material Crane
4 Knuckle Lathe
Handling Hooks
Area
Raw
Material Crane
5 Saddle Lathe
Handling Hooks
Area
 6 Saddle Raw Drilling Crane
Plate Material Machine Hooks
Handling
Area

Planar
5 As same as on Lathe A
- Small

6 Shaper – A
Bend Crane
1 Piston Lathe
Saw Hooks
Raw
Top Plate
Material Welding Crane
2 of Pot
Handling with S.S. Hooks
Bearing
Area
Raw
Material Crane
3 Knuckle Lathe
Handling Hooks
Area
Raw
Material Crane
4 Saddle Lathe
Handling Hooks
Area

Shaper
7
-B
Shaper
8 As same as on Shaper – A
-C
Shaper
9
-D

10 Small Drill
Assembled
Bottom
with other
Plate of Lathe or Crane
1 Parts of
Pot VTL Hooks
Pot
Bearing
Bearing
Expansion Planar Crane
2
Base Machine Hooks
Planar Crane
3 Roller
Machine Hooks
Gas
Saddle Planar Crane
4 Cutting on
Plate Machine Hooks
Corner

11 Drill Big As same as on Small Drill

Testing
Press Crane
12
(RA Hooks
2596)
Testing Crane
13 Press Hooks
(RA 660)
Testing Crane
14
Press Big Hooks
As per
the
Elastomer
Rubber Processing Not Desired
15 Pad and Grinding Manually
Press - 1 Unit Fixed Shape
MS Plate
and
Size
As per
the
Elastomer
Rubber Processing Not Desired
16 Pad and Grinding Manually
Press - 2 Unit Fixed Shape
MS Plate
and
Size
17 Rubber Elastomer Processing Not As per Grinding Manually
Press - 3 Pad and Unit Fixed the
 MS Plate Desired
Shape
and
Size
As per
the
Elastomer
Rubber Processing Not desired
18 Pad and Grinding Manually
Press - 4 Unit Fixed Shape
MS Plate
and
Size
As per
the
Elastomer
Rubber Processing Not Desired
19 Pad and Grinding Manually
Press - 5 Unit Fixed Shape
MS Plate
and
Size
Processing Pressing
MS
20 Oven Unit Manually
Laminate Machine
(Cleaning)
Raw
Bend Material Crane
21 Roller Lathe
Saw Handling Hooks
Area
Table: Machine Based Op erations
Name of Machines
MIG
VTL Testing
(Metal Electr
Sub Shaper Lathe Drill (Vertical Hydraulic Rig Big Portable
Planar Inert Gas Arc
Products Elements of Machine Machine Machine Lathe Press and Grinding
(3) Gas) Cutting Weldin
Products (4) (2) (3) Machine), (5) RA660 Machine
Welding (3)
(1) (3)
(2)
Rocker and Roller
Bearing s
Expansion
1
base
2 Roller
Knuckle
3
Slab Plate

5 Saddle

Saddle
6
Plate
Pot Bearings

Bottom
1
Plate
2 Piston
Elastomeric
3
Disc
4 S. S. Plate
5 Top Plate

Sep arate Workin g Areas

Name of Machines or Activities Performed
Testing
Sub Cutting Hydraulic
Electric Portable Rig
Product Elements Acid by Press Press Drill
Painting Grinding Arc Grinding Oven RA660
s of Washing Hand Cutting Machine Machine
Welding Machine and
Products Cutter 1 2 and 3
RA2596
Elastomeric Bearing
Elastomeric
1
Pad
2 Laminate
Expansion Joint
1 Angle
Simultaneity of the production/ operation of the plant
ROCKER AND ROLLER BEARINGS POT BEARING

Expansion Roller Knuckle Saddle

Saddle -op
Base Slab Plate Plate Bottom
Elastomeric Plate
Piston S S Plate
Plate
DISK {Onisoiimed}

Hydraulic
Planar Bend
Press
(3) Saw(1) Drill

MIG (Metal
ln=rt G a s )
Welding (21
Lathe
Lathe Muline ShiDcr
Drill Machine w Mechirc
Machine
Shaper
I2) Machine Drill VTL
W
PI Mcchirc
(4)
0)
Portable Gas
san (Men
Grinding Cutting Grinding Inert C- asj
Machine M/c waama iz>

ELASTOMERIC BEAIRIMQ:

E la st*?meric
Pai

EXPANSION JOINT
Acid
waitfiina
eiiiii
IISH-SI Angle
Kus ln(l

Pnlrrtfrn

Drill IVbchine

Ciiirxlmu

E lectric Arc
(Stud)
Welding Portable
Grinding
Machine

Basic Production Areas of The Plant

1) EXTENSION JOINTS
2) BEARING SECTION
3) POT Bearing, Rocker and Roller Rubber Finishing, Elastomeric Joints
4) RUBBER FINISHING / PROCESSING

SUPPORTING FUNCTIONAL AREAS

OFFICE – Plant or Production with Maintenance, Quality, Toilet/ Bathroom (02 Nos.) and other Utilities
OFFICE – Admin. & HR and Other Functional Areas – Accounts, Purchase/ Material, Display - Products,
Library, Kitchen, Rest Room, Reception, Conference Room, Directors Chambers etc.

Raw Materials – Stores/ Areas PLANT AMBIANCE

FM Warehouse/ Dispatch Gates and Security Rooms
General Stores Small Temple
Scrap Yard Outside Garden and Horticulture
Lab / Testing Room Labour Rest Rooms / Quarters
Generator and Transformer Vacant Land – As per Govt. Rules
Water Tank
PROPOSED LAND OF THE PLANT OFFICE
CONSTRAINT FACTORS Admin. & HR
OFFICE – Plant OR Accounts
Production Purchase/ Material
Maintenance Display – Products
Quality Library, Kitchen, Rest Room, Reception,
Conference Room, Directors Chambers

Considering factors for layout design

 Plant Layo ut

According Types of
Industry and Scaleof
Production

Production Available
Layout Space

Process Flow N o . of Iccordin the

according the p erations Land Size,
Operations Operation Dimensions

Spaceof Constraint
Matei Man Activities

laterii
>ace

Manpower Balancingof
Space the Activities

i p a c i t y o f the Lines, specification at Materials: W1

Plants a n d M/cs Size, Content, Components

Figure 122: Considering Factors for Layout Design

PLANT LAYOUT CONSTRAINT FACTORS PROCESS OF IMPLEMENTATION

1) PROCESS FLOW Make an Internal Team for
No. of Operations Implementation
2) MULTI PRODUCTS Required of Modification in the Proposed
Layout
Process of Implementation 1) Gap among the M/c
Make an Internal Team for Implementation 2) Addition of New M/c for Capacity
Required of Modification in the Proposed Improvement
Layout 3) WIP Areas
1. Gap among the M/c 4) Non-M/c Areas
2. Addition of New M/c for Capacity 5) For Change in the Working areas as per
Improvement the Process Flow
3. WIP Areas 6) Displacement of M/c as per the New
4. Non-M/c Areas Orientation of the Market Demand –
5. For Change in the Working areas as per the Future Trend
Process Flow 7) Product Diversification
6. Displacement of M/c as per the New
Orientation of the Market Demand – Future Basic Raw Materials of the Plant
Trend 1) Plate Iron
7. Product Diversification 2) Angle Iron
3) Flat Iron
Basic Raw Materials of the Plant 4) Round Iron
1) Plate Iron 5) Rubber and Chemicals
2) Angle Iron 6) Different types of Oils
3) Flat Iron 7) Diesel
4) Round Iron
5) Rubber and Chemicals
6) Different types of Oils
7) Diesel
 Mm. 1.1c length for
Length lor R&R and
P0 Section

LA'cs Operational
SI Existing Total L, Total Total L. Total
Ita
lUme CM Machines Area (L x W) L W Total Elements of the
Ho. Of M e
Setup
Ft W.Ft Ft W,ft
L w
(111 Products
2 Parallel each
1 VTL- venal Lathe 10X9 10 9 BO Shaper Machine (4) 4 43.50 25 21.75 12.5
Line
1 Parallel each
2 Lathe- A (8 Feet} 11X8 11 9 88 lathe Machine (2) 2 23.00 17.00 115 83
line
3 Lathe- B (6 Feet) 12X8 12 8 96 M Machine (2*1*3| 3 2*1 Parallel 18.00 19.00 18 12.67
8
4 Planar - Bid 20X13 20 13 260 Planar (2) 2 1 Parallel 40 22 40 11
5 u;
VTL (Vertical lathe Single with
5 Planar- Small 20X9 20 9 180 1 10 9 10 0
Machine), ( i ) ParaM Space
6 Shaper -A 105X6 105 6 63 Hydraulic Press (5) 5 2-3 Parallel 58.00 38 38.67 0
MlGlMetaltoertGas)
7 Shape - B 12X6 12 6 72 2
Wettng |7)
Testing R>gB«g and
8 Shape - C 10X7 10 7 70 3 1*2 Parallel 35.00 25 23.33 115
RA660 |3|
9 Shape - D 11X6 11 6 66 Gas Cutting |1) 1
Portable Grinding
10 Smail Drill 9X9 9 9 81 2
Machine (2)
11 □nil Bio 11X10 11 10 110 OectncArc V/eMmg (6| «
12 Testing Rig (RA 2596} 9X6 9 6 54 Bend Saw (1) 1
13 Testing Rig (RA 660) 12X10 12 10 120 Table Grinder |2| 2

14 TestingRig Big 14X9 14 9 126 up and O p Material Area 28X38

15 Rubber Press - 1 14X9 14 9 126 Finisbed Material Area 13X40

Genera) Stores and
16 Rubber Press - 2 14X9 14 9 126 20X25

17 Rubber Press - 3 16X9 16 9 K3 TOTAL AREAS

18 Rubber Press - 4 10X7 10 7 70
19 RubberPress-5 4X4 4 4 16
20 Oren 6X6 6 6 36

21 Bend Sa* 8X5 8 5 40

 __________ __________
Existing Proposed Proposed
A OFFICE - Plant OR Ar® is A r e a ( Scj. Floor Position
(Ft.) Length Width Ft)
T o olHerve itu* Plent from the 2n<1 Floor. 4
to 6 person S i i t m q with S e m p l e s mid
1 Production Office 15 15 225 1st Floor F u r n l t u o s . Two S m a l l Counter would in the
P l a n t for Prod. Supervisors mid tor Local
Ute
OF OR at the
2 Maintwn>nc» Seen or* 20 20 400 Maintenance Workshop
Shopfloor
Qualify t Lab Section/ Mat A» pur Um Space availability in any Fluor,
□ 15 15 225 GF OR 1 s t Floor
Testing preferably 1 m Floor
e OFFICE - CECO O
Aitimln. & HR 20 20 400
GF
1 mild S «■ common m e n n< I f H n i l A< c o u n t s
2 Account* o w i t h S e p a r a t e Rooms
Could Im* common mna with MH and
3 Purch***/ Material Section o
GF Au. li o n tv w i t h S u p u m l v R o o m s
4 Display — Products IO 5 50 I n i h x t-ntrencri «M r h n CMfice Premises
Auachod w i t h Conference M a i l in W a l l
8 Library 0 1st Floor Mounted m*d Drawnr*
G Kitchen IO •J 60 1st floor
T I T 1 Dack-oftica 10 6 50 1st floor
Rest Room/ employee
8 12 a 96 GF
Common Room
<> R e c e p t i o n 10 s 50 GF
1 O Conference Room's 70 70 400 1st Floor
11 Directors Chambers 1O 70 200 1st Flout T w o Dlr eater Rooms
Toilet / Banhroom (each
12 12 10 240 <3F «nd 1st Floor One E a u l * floor X 2
Floor]
13 Other Adjustments 40 IO 800
14 Parking

Li. Total 3.100.00

MACHINE AREAS

Mia Operation* PmpnwdPtop

U.t.'hnp Pr-p«u>3 Prop tow
SI. Existing loiai Aieus 1 W I P Pioposed Proposed

Prnpn«*rt
fametfUKftinH lolii Ffmrrts o' tire Aims MttP Propewd GtimAieas
No. No .of Mic Atom IrKiBMewi Tofol Areen local JMwi
W>|Fl| Products IncreNe lleigm
Ho. lit
1 W . - V m e i i Latte ms 90 Stepw ItocNro |4| 4 271 6 4(65 8 M2 84 624
2 LMhe-A{3F«t;. Htt 89 Ldhellrtinepl 2 ‘34 6 562 8 736 96 812
3 Latte- B -iFwt till 96 Drill I J k h m 3 3 191 4 254 67 1U BS67
4 Ptarur-Bg 21X13 Ml Plump} 2 441 3 660 4 00 333 12M
VrLiVenfcil Uite
5 f'Uir - SrrM 3M ftl 1 ft 3 270 3 2ti) 300 571
Uxhlr>?|, |1|
6 Shaps-A K5>6 63 Hydreric Pi*»|5| 5 4!2 5 482 6 5784 300 8791

»G total lien Gm)

7 Sta>* ■ 9 Ci6 72 2 2 0 3 0 ft M
Weldnj |?|
lefing Sig 01] mic
8 Steppe HI7 70 3 )N 3 300 3 xc 72 372
R/iiir (Ji
9 Shao* -D lift 66 Gai Gifting (1) 1 1 0 2 0 2501 2500 Ful’MS
portable Gaming
a SnalOil 5)9 81 2 2 0 2 0 «0 ftl
Uadune |2|
WtiE
n DrIBg 11W HI Elwnc ta WeMng |i| 6 6 0 6 0 4
Jan
>2 w 54 tod Saw (I) 1 ft 1 40 1 ft ft
13 Testnj Sg RA6H} W.10 •21 laile Gritdw 0 2 3 0 3 0 a
Ifc and C'p Mjttrul
M Testrv; ftg Btg WJ 1M jm 1061 0 ttrji wi u»»d
Ana
fa a* l ids
*5 P»K$ - 1 UI5 Finahad Mtttri* 11M0 521 5W« 2X0 2500
Cftnj Acmhs
General Stor« and ORUirtElP
K Rutter Press ■1 HI! TM 28125 5>H
Maintenant*
IT Rufaba Fths 3 WS W TOTAL AREAS 199S 44 ms iiDiwr 52M 11,381.07

ft RU)WrPTO5-4 w ?0 11381 67

ft Rxtow Press S 4X4 16

20 Om 36 ClAhjAtfMl 57 ft 22®
tod to Ift 40

22 NON-MACH1NEJ MANNUAL WORKING AREAS

23 Projected 1OO%
Expansion J o i n t Production
24
Area
25 Sections Area
26 Dnlling Machine 3X3
27 F i n i s h e d Material Area 25X8
With F u l l of
28 Overall Area 48X22 1056 3168
3 Times

29 Store 20X11 5

30 Raw Material Rack Area 25X12

31 Machining Section
l/p a n d O / p M a t e r i a l
32 28X38
Area
33 Finished Material Area 13X40

34 Elastomeric B. Section
Laminate Storage
35 9X15 225
Area
Laminate Culling
36 4X4 100
Machine
37 Laminate Cutting Area 7 5X11 0
38 Painting Aiea 12X16 384
39 Grinding Ama 12X22 440
Huffing ( a f t e r Oust)
40 6X5 150
Area
41 Packing Areo 12X22 440
42 Acid Area 10X10 240
43 TOTAL 1979 11,473.00 22,eS3.O7
Rubber Section L W
60X100 5b 115 6.325.00
 Total Shop Proposed Excess
Width Length
Floor Areas Areas
Line 1 Cutting and
57 250 14260 11,381.07 2.868.93
Proposed RM
Line 2
67 260 14260 11,472.00 2,778.00
Proposed
T o ta l 28,600.00 22,863.07 5,646.93 2,778.00

Sq. Yd.7
3.000.00
Mtr.

Proposed Proposed
Existing Floor
SI. Area (Sq. Remark
PLANT AMBIANCE Areas (Ft.) Length Width Position
No. Ft)
1 Gates end Security Rooms 12 15 180
2 Small Temple with Lawn areas 30 40 1200
Outside Garden and Horticulture Graden may be in one Ptace or in
3 50 40 2000
(Total) Scattered
3/4 Rooms of 140 sqft each
4 Labour Rest Rooms 1 Quarters 16 30 480 including Build up area Actual
always reduce to av. 20%
Vacant Land - As p e r Govt. Rules
S 50 50 2500 Approx
in Av.
6 Toilet 1 Birthroom - Two 10 10 100 50 sqft
7 Parking
B Utility - Genset and Transformers

9 TOTAL 6,460.00

Common
RR M/cs PB Remark
Location

Setting of
Setting of
M/cs or
Common R M and Cutting Areas (With Band Saw) Mi'cs or W/Ss
W/Ss

/VTa t. Vert cal NVc

JWat. Handling Common Hand/ing Alignrrent
reas Owr? Side and Working /Wes and Own Side with
Parallel Set
Artas Location Working
Areas
Shaper
Horizontal
Planar (2) Machine
with the Line
(4) , ,
Lathe
Machine
- i?r -

(Vertic al
Vertical with
Lathe
the Line
Machine),
(1)
Drill
Machine
p-1 =3}

Welding and Grinding

Painting and Finishing

Final Dispatch

BACKROAD
 MAIN ROAD - 1 1 4 FT

L E G A L VACANT LAND
and INTERNAL ROAD
ormer

Final Dispatch
RAR

Marking and
Testing and
Lathe & □ rilling

Painting
Welding /MIG
VTL M/c and G r i n d i n g
Bearing
POT

M»rerial Mnvpmpm

Drill M - c s

Work inn nnri M n r e r i a l M o v e m e n t Areas

A r c Wet dir a a n d Portable G rm dun a

A c i d Washing C«?atmg 1 HPM/cs

comer CuWngiand Fixing and Packing and Dispatch
Grinding Rutcer S t e e l
Stnafacra Vulcanization Process
•-------------------------------■ Pro Cessna

Rubber M a i n a n d Small Mixing Sand t-imsiHiin and

N D M/es Blast
PM

cn -Ifltade i*ea«
 1
1
4
F
t
W

OPTION - 1

From Road Side

1 St Floor
Rest
Purchase/ Reception Room/
Conference
Library Material and Display Employee
Directors Room/s
Section – Products Toilet / Common
Chambers Bathroom Room
IT / Guest
Admin.
Accounts Back- Wt. Kitchen
& HR
office Room
GROUND FLOOR
Guard/
Stores and
Security
Maintenance
Room
Quality and
Gen-set
Lab.
NOTE: The Parking will be on the Vacant Land

From Road Side

OPTION – 1I

1 St Floor
Reception
Conference
Library and Display –
Directors Room/s
Products Toilet /
Chambers Bathroom
IT / Guest
Admin.
Back- Wt. Kitchen
& HR
office Room
GROUND FLOOR
Guard/
Sores and
Security
Maintenance
Room
Quality and
Gen-set
Lab.
NOTE: The Parking will be on the Vacant Land
 2 ND Floor

Rest
Room/
No
Employee
Construction
Purchase/ Purchase/ Common Toilet /
Room Bathroom
Material Material
Section Section
Table: Office premises desi n
Proposed
Existing Proposed
OFFICE – Measurement Floor
A Areas Area Remark
Plant OR (Ft.) Position
(Ft.) (Sq. Ft)
Leng th Width
To observe the
Plant from the
2nd Floor. 4 to 6
person Sitting
with Samples and
Production
1 15 15 225 1st Floor Furniture. Two
Office
Small Counter
would in the
Plant for Prod.
Supervisors and
for Local Use
GF OR
Maintenance at the Maintenance
2 20 20 400
Section Shop Workshop
floor
As per the Space
Quality / Lab availability in
GF OR
3 Section/ Mat. 15 15 225 any Floor,
1st Floor
Testing preferably 1st
Floor
OFFICE –
B 0
CECO
Could be
Admin. & common area of
1 20 20 400
HR HR and Accounts
GF
with Separate
2 Accounts 0 Rooms
Could be
Purchase/ common area
3 Material 0 with HR and
Section Accounts with
GF Separate Rooms
In the Entrance
Display –
4 10 5 50 of the Office
Products
Premises
Attached with
Conference Hall
5 Library 0 1st Floor
in Wall Mounted
and Drawers
6 Kitchen 10 6 60 1st Floor
IT / Back-
7 10 5 50 1st Floor
office
Rest Room/
Employee
8 12 8 96 GF
Common
Room
9 Reception 10 5 50 GF
Conference
10 20 20 400 1st Floor
Room/s
Directors Two Director
11 10 20 200 1st Floor
Chambers Rooms
Toilet /
GF and One Each Floor
12 Bathroom 12 10 240
1st Floor X2
(each Floor)
Other
13 40 10 800
Adjustments
14 Parking
15 Total 3,196.00
 BACK SI DE OF THE PLANT

Scrap Area

FINISHING AREAS

PAINTING AREA

GRINDING

RUBBER AREAS
WELDING

DR- 2
DR-2
Main and Small ND Me.
Mixing Mills

Fitting and VTL-3

! Material -WIP [
ELASTOMERIC BEARING SECTION
etc
Cutting
Acid HPM/CS Oven Table
Washing
LEATHE

-8

RM and Cutting

PLANT VACANT LAND

Gardening and Parking Etc.

Main Road
 Main Road

PLANT VACANT LAND

Gardening and Parking etc.

ELASTOMERIC BEARING SECTION

Acid
Washing Painting &
HP Wes Cutting Table

PAINTING AREA
Expansion J oint Production Area
Drilling, Welding and Finishing
GRINDING
Shop
Floor
Office

1 I WELDING

) FUTURE EXPANSION AREAS j

I 3000 TO 5000 SF '
| Fitting and I
- 08

Material, Gas
Cutting with ] VTL-3
M/c

WIPetc |
Shaper

RUBBER AREAS

LEATHE
-8

Main and Small

Sand Blast
Mixing Mills

RM and Cutting (2300SF)

BACK SIDE OF THE PLANT Scrap Area
 MOTEt:-
F > EXPANSION JCXMT
AW- ACID WASH
BS-BAAC SAA
'.IL-VERTICAL -AT-F
HF- HYDRA-LtC PRESS
LOA- -WIHA~F CUTTMC AREA
LCM-LAMKATING CUTTING MC
DM-DRLLNLMAMNF

I VACANT AREA

Figure 123: Plant New Layout after IE Study

SME Corner

This chapter provides SMEs about importance of Layout for focusing the internal movements of
man, material and equipment. Unorganized plant increases the deployment of manpower for
internal transportation, WIPs, searching and rearrangement.
It also observed that in Less organized plant with old layout, overshoots the inventory cost,
overproduction, used WIP, scraps and wastages. Sometimes, old layout is unsafe for chemical
processing plants and sharp cutting materials plants.

A sample Plant Layout study is enclosed for comprehending the considering and estimating factors
before designing an Economic Layout. Cellular manufacturing is also important option for the
entrepreneurs who want to extend plant, design new plant and addition of new production Lines.
Self-assessment questions

i) For which causes Shop Floor and Layout is important?

ii) What is Cellular Layout?
iii) What the positive impact of cellular manufacturing on workers?
iv) How you design for new Lines through CM?
v) Why economy of space is important?
 Chapter = XIV
Process Reengineering
14.1 Process reengineering for efficient business and plant management
A technique used by management to identify the non-value-added process, reduction in process time & cost for
competitiveness and effective business management. The purpose of process reengineering aims for making the
organization high performing.

Reengineering is the fundamental rethinking and redesign of business processes to achieve dramatic
improvements in critical, contemporary measures of performance, such as cost, quality, service and speed;
Hammer & Champy, 1993.

A specific ordering of work activities across time and space, with a beginning, an end, and clearly identified
inputs and outputs: a structure for action; Davenport, 1993.

It originates due to the impact of the following concepts;

1) Scientific Management. FW Taylor (1856-1915)
2) Frederick Herzberg - Job Enrichment
3) E Deming, Total Quality Management and Kaizen
4) In Search of Excellence (Peters and Waterman)
5) Value-Added Analysis (Porter)

In any manufacturing and business organization, processes are the series of connected activities & sub-activities
or operations followed for the products, outputs, completion of a task, jobs, services and projects etc. as per the
target & customer’s requirements. Important aspects of a process are process flow, internal & external processes,
control of processes, controlled & uncontrolled process, process owner and process effectiveness & efficiency
etc. Within these aspects, other areas related to it are the system & method of selecting correct process and
follow these processes, correctly execution without any failure & deviation, process improvement and its control
& monitoring. Processes are evaluated as value added process, non-value-added process from the customer’s
end, process cost and business value addition from the management. Comparatively improved manufacturing
industry in smart shop floor, most of the processes are fixed as per SOPs (Standard Operation Process) for
continuous & regular productions but in periodic & customized productions, the operations are flexible.

When we say about process reengineering it is a strategic & managerial approach and combination of all
improvements for customer satisfaction and better business result.

PROCESS
Inputs (Inputs & Internal Products, Flow Units,
Outputs Network of Activities and Buffers)

In service and public sectors, where mass customers & citizens receives the services for various areas of their
necessities from the industries like banking, telecom, super market, hospitals, railways, public transports,
airways, education sector, government administrative services & various schemes; these are the industries where
the scope of Process Reengineering (PR) are comparatively very high.
It is observed that enormous process loss occurred due to manual process, variability in customer’s demand with
variation in process time. An IT intervention with better network facilities enables the industry to reduce the
process & customer inconveniences and process delay through some extend of standardizing the processes.
Identification of critical processes, engaging efficient & competent manpower and developing control system
would enable any organization to reduce the process time and delays. In working areas technical & process
experts and efficient process owners are the real assessor of the process who improves processes through their
innovations.
Process analysis on the basis of process architect & planning, cost, process owner’s competency, innovation is
still not widespread in Industries for elimination in non-vale added process for reduction in manufacturing and
service costs. Revolution in IT which are Industry 3.0 and latest Industry 4.0 is an automatic choice to reduce
many processes, reduces the customer’s effort and increase conveniences. Industry 4.0 which supports
automation is also more effective to reduce & control the processes.
For Engineering industries where aggregate processes & operations are high (may be more than 200nos.) with
various process or operation centers which passed through various sections & decision making centers, involved
various internal & external processes, where the scope and chances of process improvement through reduction &
modification of process are comparatively high and Process Reengineering is most effective for that
organizations.

Process Process
Managem Innovation
Processes of Process ent & to
Output & Time & Governan Improveme
Services Cost nt

o Q © © 1P?-

Process
Processes F l o w , Quality & _
Value Addition, Capability Rccn“n
Control & eering
Monito ring
Figure 124: Basics about Processes

Business Process Reengineering (BPR) and Business Process Management (BPM) are the approach that enables
the organizations to strategize for new market, products, customers and regions. For that reasons, internal
competencies & competitiveness are necessary in which role of BPM are recognized. Process could be
benchmarked only when it is studied, defined and standardized.

14.2 7 Enablers of BPM: The basic enablers and elements of processes together make the sustainable based
process management. The enablers are described in figure - 123.
Process Architecture It is adiscovery, understand! n g a n d do cumentation of an organization's
bus i n ess a n d related resources i n hierarchical levels

Process Measurement: D e f i n i n g the measure of performance a n d measurement of m e t h o d s ,

collecting a n d reporting of pro cess performance data.

Process Governance: It is controlling, imagining & r e s p o n d i n g t o process performance anomalies,

innovations, opportunities, and general process transparency

Process Mind Set: it is for creating a n environment, where t h e organization, its p e o p l e a n d the
groups are always conscious of t h e process i n which they participate
jocess apanriTrynrispaTenriaraDili T o r c i i s t o m cornmrcmenr&senricesTaevelopingTneTooIs
a n d skills required throughout t h e organization to i d e n t i f y , analyze, improve, i n n o v a t e a n d m a n a g e
business processes
Process Support: F o r providing support throughout the organization to develop, s u s t a i n and realize
process-based m a n a g e m e n t benefits

Figure 125: 7 enablers of BPM

Process repetition or reprocess, process rejection occurs due to mistakes and failures by the process owners. So,
process owners should be trained with basic quality techniques to complete it correctly on first time. Process
Quality will improve through training, adopting best techniques/ technology or by involving experienced process
owners. The processes will be more competent when there will be more value additions, innovations, lessening
the execution time, less process delays and zero waiting time between processes. We could follow a
Benchmarked Process only when these processes are studied and find similarity or broad compatibility in the
sections, department, services and outputs etc.

14.3 Process Mapping

Process Mapping is an important part of processes management (PM) and process reengineering (PR) for
visualization of the entire process with location/ stations, manpower, time and sequences etc. It is required for
process monitoring & control, visual display of process, value analysis & addition and identification & marking
of reengineering. process mapping is done by making process flow chart, process matrix, value stream mapping,
standard operating process, use of value engineering techniques. Process mapping helps the process owners,
department or group heads to control & monitor the process and also reduce the non-value-added process,
process delay, reduction in process time, process Conversion and other improvement areas. The main objective
of process Mapping is to reduce the non-value-added process from the system and activities which have direct
impact on manpower cost and cost of operations, products and services.

14.4 Process Time

Reduction in process time is one of the objectives of process reengineering. Two important component of process
time reduction are, first – reduction in process execution time and second – Reduction in process waiting time. It
is observed that due lack of balance & sequence of the operations, unplanned sub-processes and unorganized
structure of an organization, process delay occurs and long process time exists. Sometimes, own manpower of an
organization is not experienced on how to analysis the delay & reduce the process time. In that circumstances,
engagement of external expert is essential for process study & analysis for reduction in time & cost. Process
time reduction is directly linked with delivery time, indirect manufacturing cost and customer commitment.

14.5 About process compliance and competency

When we say process compliance and competency, it is a standard, maintained by operators and process owners
to avoid lose & wastages, these are the specifications to produce, on time delivery of goods & services through
the techniques of repeated reviewed processes and their elements or operations. It is periodic and also a
continuous practice.
Process Process Flexibility Proces
Plannin Control and Proces ► and
Improveme s Cost s
nt Transp aren Quality

Figure 126: Process Competency

14.6 Reengineering through techniques and technology
There are two major methods of reengineering used in the industry, first is techniques which are cost effective
through involving the internal manpower with quality & productivity tools and techniques. The Second is
expensive and as per the availability of Technology i.e. by introducing Industry 4.0 revolutionary production
techniques.

14.7 Process reengineering through techniques

There is not any specific method of process change and improvement but it is combination the methods &
Techniques. Organization could follow the methods as below mentioned;

1) Value engineering/ analysis – NVA, BVA, VA, PVA (Process Value Addition)
2) Implementation of Lean Manufacturing Techniques for elimination of NVA (Non-Value Added) Operations
3) Value Stream mapping or value chain with value analysis
4) Process - Measurement, Validation and Capability Study
5) Continuous review and analysis of processes for change and management approval & facilities
6) Introduction of New Technology and productivity & quality improvement techniques
7) Progressive organization leadership and process governance
8) Strategy on resolution of business challenges and customer’s dissatisfactions
9) Continuous analysis of operations, activities, employee performance and training
10) Develop process owner’s responsibility on improvement & innovations and competency
11) TQM for sustainable quality and people participation
12) Drive it for entire organization for process improvement as a strategy and target
 Continuous Analysis
V a l u e E n g i n e e r ! ng/
of Operations.
Analysis - N V A . B V A ,
Activities. Employee
VA.PVA (Process
Performance and
Value Addition)
Training

Impleme ntationof Progressive Dev e l o p P r o c e s s

Lean Manufacturing Organization o w n e r ' s Responsibility
T e c h n i q u e s far Leadership and o n Improvement &
5
Elimination of NVA P r o cess Innovations and
(Non-ValueAdded) Governance Competency
Operations !

Introduction of New
Value Stream Technology and SustakiatdeQuality.
Mapping orValue Productivity & Quality and People
Chain with value Im prove m e n t T e chniques Participation
Analysis

Continuous review and D r i v e i t for e n t i r e

P r o cess - a n a ly s i s o f Pr o cess es f o r organizationfor process
Measurement, Chantj e a n d improvement as a
Validation and ManagementApproval & S t r a t e g y a n d Target
C a p a b i l i t y Study Facilities

Figure 127: Process Change and Improvement Methods

14.8 Process Reengineering through Industry 4.0

Industry 4.0 is current trend of automation and data exchange in manufacturing technologies. It includes cyber-
physical systems, the Internet of things, cloud computing and cognitive computing. It creates a "smart factory" a
cyber-physical system monitored the automatic & physical processes, create a virtual copy of the physical world
and make decentralized decisions. Over the Internet of Things, cyber-physical systems communicate and
cooperate with each other with humans in real time, and via cloud computing, both internal and cross-
organizational services are offered and used by participants of the value chain. It is customer driven techniques
also.

In a smart factories and smart service system, the techniques used are Computer-Integrated Manufacturing
(CIM), Digital Modeling and Fabrication, Industrial Control System, Intelligent Maintenance Systems, Machine
to Machine, Predictive Manufacturing System, Cyber Manufacturing, SCADA, Service 4.0 and Simulation
Software, Cognitive computing (CC) etc.

The sub-system of CIM are Computer-aided techniques are used with required devices and equipment required,
Combination of Technologies and other Tools & Techniques.

Table No. 96: Subsystem of CIM in Industry 4.0

Computer-aided Devices and Technologies Tools &
techniques equipment required FMS, (flexible Techniques /
CAD (computer-aided CNC, Computer manufacturing system) Others
design) numerical controlled ASRS, automated storage Lean
CAE (computer-aided machine tools and retrieval system Manufacturing
engineering) DNC, Direct numerical AGV, automated guided Six Sigma
CAM (computer-aided control machine tools vehicle TQM, TPM
manufacturing) PLCs, Programmable Robotics etc.
CAPP (computer-aided logic controllers Automated conveyance
process planning) Robotics, Computers systems
CAQ (computer-aided Software, Controllers Automated Internal
quality assurance) Networks, Interfacing Material Movement
PPC (production planning Monitoring equipment System
and control) Mistake / Variation Alert
ERP (enterprise resource System
planning) Maintenance Alert
A business system System
integrated by a common
database

Industry 4.0 is investment based PR which benefits the organizations in the areas of to develop Internal
Competitive Market for high mass production through Technology and Techniques, develops Smart Factory for
Smart Production System to win the competition through Next Generation Technology, defines the priority areas
for implementations, plan for phase-wise intervention areas in the selective areas, services and business models,
reliability and continuous productivity, IT security, Machine safety, product lifecycles, industry value chain,
online verification with control & monitoring, workers' education and skills and socio-economic factors.
Service 4.0 under Industry 4.0 assists the service-rendering sectors in 1) Quality of services, 2) Transportation,
communications and related areas, 3) end to end processes in retail trading and home deliveries, 4) process of
wholesale trading, 5) Banking, finance, insurance, and real estate, 6) Public services & general administration.

In an organization of standard business and manufacturing, the end to end process of business starts from
planning to delivery to the customers, after sales services with control & monitoring and corrective action of
customers’ feedback. Industry should for technology as the critical to the Business and Customers.

Plan Inbound Outbound

Planning Development Market! ni Logistics Production Logistics
6t Sales

Maintenance & Controlling and

Services Monitoring System

Figure 128: Standard Business Process in an organization

In a standard manufacturing process consists of various functions such as production Line with primary and its
supporting/ secondary functions etc., each functional area also consists with various activities and sub-process
which area important for Process Reengineering through Industry 4.0 interventions.

Operational Advanced Manufacturing Smart tools

Production intelligence process Execution and
control Systems Machines

Energy Predictive Quality Tracking Smart

management maintenance management genealogy packaging

Figure 129: Standard Manufacturing Functional aspects

14.9 Process reengineering for better public services and country development
Implementation of Process Reengineering (PR) is also essential for the government administration and
implementation of various government schemes which are not completed on time and public not realized the
benefits as it is planned. PR is required for reduction in long process time, non-value-added processes, lack of
planning on process flows & execution, network of sub-processes and time of each process in the services to
citizens.

Define the responsibilities of the process owners, training for competency improvement and adoption of TQM
culture for quality & continuous improvement are methods for on time delivery of services & quality of
execution. Process standards and process instructions are also important with shared responsibility of process
owners and regular exercise on Root-Cause analysis for any extra process time & department’s waiting time with
corrective action on prevention of any repeated delays & impediments. Any government could save the project
administration & monitoring expenses, develop the effectiveness of the projects & schemes and better value
additions from the common citizens. Government could think to involve National Quality and Productivity
councils or experts for their process improvement and reduction in process cost which will be saving of public
money. In south Asian countries, it is observed that most of the government schemes are not implemented on
time and public used to this system. So, for developing countries, PR would be an effective Tool for better
services to the public and optimum utilization of national resources.

14.10 Implementation in manufacturing industry, Process Reengineering

Process Reengineering is applied in some of Indian manufacturing industries where maximum processes &
operations are manual with scope of reduction in delivery time and rework & defects. The unit we studied has
working processes are traditional, artistic, imaginative, frequent change in designs, shop floors are traditional,
workmen are not any skilled trained and this sector is hundreds of years old.
The Techniques applied for reengineering are Works study for measuring existing process / operation time, Value
Stream Mapping (VSM) of the existing Operations for process flow, sequence and value additions with
combination of internal & external processes, Pareto & Root-Cause analysis for reduction in rework and root of
defects, Training & shop floor orientations to the workmen, Work-station re-orientation and defined the product-
wise production & manpower norms. The result was overwhelming in reduction of delivery time from variation
of 7-10 days with a single manpower with approximate 55-65hours transforms to 11Hours with a group of three
manpower with 98% reduction in defects and improvement in Productivity 30-60%. Now Process is designed so
flexible that a single piece could be in produced in the same Production Line each two- and three-hours duration
through Balancing the Operation and changing the number of manpower.
14.11 Case Study: Reengineering in SME, Mannual Operations by Artisans

Purpose of this SME case as a Process reengineering

During the study of various industries like Large and medium industries, it is observed that most of them are
planned investment based with the engagement of engineers, technicians and professional managers.
Preparedness on process modifications and reengineering is better with less opportunity of radical changes than
SMEs where mostly is traditional approach.

Process Reengineering starts from Product or process redesign, implementation of the redesign plans and
Process reengineering.

Redesignthe
Process as p e r i Validate t h e
Relatedto t h e Study and Implements * Improveme
Process. Implementatio tion * nts
Productsand n Planning

Figure 130: Process of reengineering for SMEs

Here complete plant system modifications suggested as per customers’ delivery, work modifications in Time,
Quality and planned for Working tools improvement.

In handcraft Industry
Problem Statement
Industry and organization encounter the long-term hinderance of Delivery time and Quality. Artisans are
generations working in this Trade with traditional process, techniques and attitude. Very less study in conducted
at shop floor level to understand the process of working, techniques & tools, process / operations time & it’s
fluctuations, shop floor arrangements, problems of changes, customer’s expectations, continuous engagement
and encouragement.

This is a very important and most common pattern of problems in the SMEs of Total Production time, Quality,
Jobs & Operations sequencing, Operation times, category of workmen / artisans, categorizations of jobs for
better execution, patter of operations with fluctuation of times and documentations.

Note: The terminologies of the operations name used as per the reginal language, where English terms are not used or available.

Process description & Measurement Plan

All the process in various categories with Operations by the Artisans, External activities outside the plant,
Internal activities out of the Line. The study started as per the Macro and micro motions of the Artisans with
times. Time studies are conducted to understand the Total times and time of each individual operations,
operators/ artisans. The resultant problems outcomes are identified as follows;

No Product based Process Flow Chart

Single Manpower based article / Item production
Owners / Head Artisans are not Trained
Remuneration on the basis of Loss Reduction and % of total materials, the concept, losses could not be
shared with other people
Lack Team based work
The Highest Operation time is 30- 40 times of the Lowest time, such is the variations
Process Flow chart not defined in product and process category-wise

Study Analysis: Product Code

List of Operations
Sl. Operations Internal/ External Remarks
 No.
1 Converting raw materials to Dye pieces as per design External
Another Working
2 Converting raw materials to wire as per design
Place, Internal
Wire cutting then Reji ready and Reji with Wire arrange
3 on black wax for design then plaster of parish and Internal
fitting by soldering as per profile
4 Outer frame design as per requirement Internal
Die arrange at Black Wax with wire then plaster of
5 Internal
parish and fitting by soldering as per design
6 Mina's frame made as per design requirement Internal
7 All parts arrange at black wax as per design profile Internal
Plaster of Paris at black wax (Improvement could be
8 Internal
Done)
Remove Black Wax from plaster of Paris frame then
9 Internal
using red soil by brush then Soldering plaster pieces
10 Check after dip into H2SO4 and water for cleaning Internal
Bijil ready (wire cutting, bending and soldering by
11 Internal
KDM wire) as per profile and fitting with main frame
12 Stamp, Hinge, Screw ready and Fitting Internal
13 Inspection, In Process Internal
14 Mina External
15 Polish External
16 Antic colour Internal
17 Final inspection, In Process
Head Karigar/
Identify, pack and dispatch to vendor to Client Artisans
18
organization for customers points at Boutiques

Situational Analysis
It is realized the Balancing of operations with Internal, External and Internal but out of the Line. Artisans are not
technically experienced or trained how to improve the Total production / making time. Analysis is done in Three
following areas;
Internal and External process
Quality and Competency
Total Plant process on Customer’s, Business and Tools Design Planning
Improvement Plan
Improvement Plant are made in the following areas;
Distribution of Work

Process Time
Reduction Categorize of Manpower

Product S< Process

Categorization

Improvement Plan [ Implementation of Tools like

Quality
FTR, R-C and control Chart

System/ S h o p
Floor As per Customer, Business,
d evel o p ment with Market and even in working
Tools and Tools
Techniques

Figure 131: Improvement under Reengineering study

The study team analyzed, identified and recommended on the times of operations and executions.

Process Analysis and Identifications for Modifications: Bangle, Product Code

Table: Process Analysis and Identifications for Modifications
Nomenclature: Crew
Product Code Recommendation/ Improvements 1 R
Bangle Size: 1
Opern.
Operation
Time Common
Sl. Machine/ Specific Remar Balancing Time Crew B
Operations per 1pcs Work
No. Equipment Tools k of Work (Hr./ Size
in (Hrs.)
Mint.)
minutes
Converting At
raw materials Nearest
1 Outsource 24hrs 24 Outsource
to Dye pieces Place
as per design (M/C)
Converting At
Another
raw materials Nearest Another workplace in Internal set
2 working 150 2.5
to wire as per Place up
place
design (M/C)
Wire cutting
then Reji
ready and
Reji with
Wire arrange
on black wax Hand
3 Manual 210 Grou
for design tools
then plaster of Job
parish (PoP)
and fitting by F
soldering as
per profile
Outer frame
Hand
4 design as per Manual 105
tools
requirement
Die arrange at Group of Operations/ Job (Total 470 C2
Black Wax 3 Nos. of Operations,
with wire then F8+F10+F9)
Hand
5 PoP and Manual 190
tools
fitting by
soldering as
per design
Mina's frame Grou
made as per Hand Job
6 Manual 50
design tools Opera
requirement
7 All parts Manual Hand 230
arrange at tools
black wax as
 per design
profile
Plaster of
Dry
Paris at black
Time
wax
8 Manual approx. 3
(Improvement
30
could be
Mints.
Done)
Remove
Black Wax
from plaster
of Paris frame
Hand
9 then using red Manual 70
tools
soil by brush
then
Soldering
plaster pieces
Check after
dip into Group of Operations/ Job (Total
7 Nos. of Operations, 448 C1
10 H2SO4 and Manual 10 Grou
water for F6+F7+F11+F12+F13+F14+F15)
Job
cleaning
Bijil ready F10+F
(wire cutting,
bending and
soldering by
Hand
11 KDM wire) as Manual 30
tools
per profile
and fitting
with main
frame
Stamp, Hinge,
Hand
12 Screw ready Manual 20
tools
and Fitting
Inspection, In
13
Process
At
Min.3hrs Nearest
14 Mina Outsource to Max. 13.5 Place Outsource
24hrs (M/C +
Manual)
At
Nearest
5 to 6
15 Polish Outsource 5.5 Place Outsource
hrs.
(M/C +
Manual)
16 Antic colour Manual 2
Final
17 inspection, In
Manual,
Process
Head
Identify, pack Karigar
18 and dispatch
to vendor
Total Internal Cycle
Working Time In
19 920 470
(Mints.):
Cycle Time (Prod. Time, In Mint.
Cycle Time
& Hrs.)
Total Internal
20 Working Time 15.33 7.83
(In Hrs.)
Total Total
Time is
Approx. Hrs. In
Utilized
of Working Total Time = External + Internal
21 60.83 for 31.83
(Internal + Work
Other
External in
Items
Hrs.)
22 1 Pcs. Total Internal Time 15.33
23 Sample 5 Total External/ 45.50 Total 5 days’ Work could be Completed 1.5 Days Total 5 days
 Days Outsourced Time Crew - with Approx. 8Hrs per Product, Lead Time Crew Days
(Working 1 Reduced 3.5 Days -2 Le
Hrs. 10 AM Total Production
24 to 10PM, Time (Internal + 60.83
Approx. 10 External)
Hrs.)
Nos. of
Working
Days
25 Required Approx. - 5days 5.530
(Av. Working
Hrs. per Day
11 Hrs.)
Actual
Working
Days for
Completion
26
of 1 Nos. of
Batch is 5
days and it is
Matched

Quality Dimensions
Root Cause Analysis on Delivery Time
Quality Improvement planning as per the identifications of the following problems;

Root Cause Analysis for Delay in Delivery

Measurements Material Personnel

Skills Avollobilliy

N r w F.lclllr ri Knrlrjr.r nrr» nttrr.r trri /

Developed

L a c k o f s k l l l e d a n d Trained Technicians at
\ Ui«±Vcndur Levd

(1 rqiilrrrl P l l l r y nn F.kllk n rvrln prr | ay | |*1

j), Delivery aitci

f Long Process
T i mes

N otApphed in Ci r o u p Workincj 'J y stem (At

present COne Person workinqiir one
ttr)

E nvi ronnient M et liods Machines

Pareto analysis of the defects

As per the Received Data and Analysis Jan. – Oct. 2017 from In-warding Section. Similar Analysis will be possible at the Vendor End and HKs
end for correct analysis for Identification of Quality / Defects Problems for Corrective Actions and Artisans’ Education.

Pareto Chart of SET Item Pareto Chart of Finger Ring

1200
§

KOO
*

8
\
\
\

300
l\

Percent
8

600
8

400

200
o

0
Cl
C3

C2 479 154 143 106 69 64 55 54 41 56 C4 61 8 6 6 5 4 2 2 3

Percent 39.2 E.6 117 8.7 5.7 5.2 4.5 4.4 3.4 4.6 Percent 629 8.2 6.2 6.2 5.2 4.1 2.1 2.1 3.1
Cum % 629 711 77.3 83.5 88.7 92.8 94 8 96 9 KOO
Cum % 39.2 518 63.6 72.2 77.9 83.1 87.6 92.1 95,4 100.0
Standardization of the activities
The modified operations are as follows;

Modified Artisan’s Work Cycle: Bangle, Product Code

 Wire cutting then Reji ready and
ReJi with Wire arrange on black
wax for design then plaster of
paris and fitting by soldering as

Stamp, Hinge, Screw

ready and Fitting
Outer frame design as
per requirement

Bijil ready (wire cutting,

bending and soldering
by KDM wire) as per
profile and fitting with Die arrange at Black Wax
main frame with wire t h e n PoP and
fitting by soldering as per
design

Check after dip into

H2SO4 and water for
cleaning Mina's frame made as per
design requirement

Remove Black Wax from PoP frame

then using red soil by brush then All partsarrange at black wax
Soldering plastengieces as per design profile

PoP at black wax

(Improvement
could b e Done)

Starting Point Completion

Point Crew 3 Crew 1 Crew 2
Single Piece Flow Process Chart
One Piece in One Hour, Item – Bungle. Recommendation on the Required Manpower with process subject
verification on testing in floors.

Converting raw Converting raw

m a t e r i a l s t o Die
pieces as p e r materialsto wire as
design perdesign

Bi Xire'
Mina's frame m a d e
as p e r design then plasterof O u t e r f r a m e desi g n
requirement parish a n d fitting by as p e r requirement
soldering as p e r Manpower- 02
Manpower- 0 1 design
L _ _ _[■>■*-= l~. I- I I- - l~l -I ___

Plasterof paris a t from p luster of

All parts arrange at black w a x
b l a c k w a x as p e r parishframe t h e n
(Improvement could using r e d s o i l by
design profile
b e Done) brushthen
Manpower - 04 Soldering pl u s t e r
Manpower- 02
L ________________________
.

cutting, bending Check after dip i n t o

Stamp, Hinge, a n d soldering by
KDM wire) as p e r H2SO4 a n d water
Screw r e a d y a n d for cleaning
Fitting profile a n d fitting
with m a i n f r a m e M a n p o w e r - 03

Inspection, In Mina Polish

Process

Antic colour

Figure 132: Single Piece Production Flow

Process Flow Design as required Implementation

Converting Raw Materials to Die

Pieces and Wire as per the

Wire cutting then Reji ready;
Reji with Wire arrange on
black wax for design and
plaster of parish and fitting
by soldering as per profile
Wire cutting then Reji ready;
Reji with Wire arrange on
black wax for design and
plaster of parish and fitting
bv soldering as oer profile
Wire cutting then Reji ready;
Reji with Wire arrange on
black wax for design and
plaster of parish and fitting
by soldering as per profile

Outer frame design Outer frame design

as per requirement/ as per requirement/
Design Design

Die arrange at Black Die arrange at Black

Wax with wire then PoP Wax with wire then PoP
and fitting by soldering and fitting by soldering
as per design as per design

Mina's frame
made as per
design

All parts All parts All parts All parts

arrange at black arrange at arrange at arrange at
wax as per black wax as black wax as black wax as
 PoPat black wax (Improvement
could be Done) and Remove Black
Wax from PoP frame, then using red
soil by brush then Soldering plaster
pieces and Check after dip into
Bijil ready (wire cutting, bending
and soldering by KDM wire) as per
profile and fitting with main frame
and Stamp, Hinge, Screw ready and
PoP at black wax (Improvement
could be Done) and Remove Black
Wax from PoP frame, then using red
soil by brush then Soldering plaster
pieces and Check after dip into
Final inspection and in
Process and Identify, Mina, Polish and
pack and dispatch to Antic Colour
Phase wise & unit wise achievement
1. Imparts the Training programs in the improvement process
2. Capacity Building
3. Future Focus on Tolls Design for further reduction in Time
4. Apply measurement process through documentation
5. Revised Process Flow charts

Implementation Result, Calculation

Product Name: Bangle (4pics),
Vendors Name - Head Artisan
Product Code
Working on -1st Man Remark
Operation Time
Sl. Mechanical/ Sp.
Operations per 4pics in
No Equipment Tools
minutes
Hand
1 Frame design Manual 240
tool
Hand
2 Bijil ready Manual 120
tool
Bijil fitting and it Hand
3 Manual 60
soldering tool
Hand
4 Arrange screw Manual 120
tool
Hand
5 Screw filing Manual 40
tool
Final inspection and Hand
6 Manual 60
finishing tool
Total internal time
7 640
(1st man)
8 10.66 hours
Working on-2nd Man
Sl. Mechanical/ Sp. Operation time
Operation
No. Equipment Tools per 4pcs in Min.
Reaji ready and
Hand
1 proper shape as per Manual 90
Tool
design
Fitting Choumin Hand
2 Manual 510
frame design Tool
Die piece separate on Hand
3 Manual 60
the basic of work Tool
4 Total time 660
5 11 hours
Working on -3rd
Man
Sl. Mechanical/ Sp. Operation time
Operation
No. Equipment tools per 4pics in Min.
Hand
1 Die piece ready Manual 240
tools
Net frame fitting into Hand
2 Manual 90
the frame tools
Hand
3 Choumin frame ready Manual 220
tools
Attach screw into the Hand
4 Manual 40
frame and tools
Stick soldering on Hand
5 Manual 270
black wax tools
Ring into the screw Hand
6 Manual 20
for tighten tools
Total Time, Man
880
7 Hrs.
14.63 hours
Total time (1st Man,
10.66+ 11+ 14.63
8 2nd Man and 3rd
= 36.23 Hrs.
Man)
Completion Time of 14.63 Hrs., Plus, Limited
9
the 4 Pcs. Bangel Approx. 2 Days External Hrs.
 Manpower Time of 5-6 Hrs.
10 the 1 Pc. Bangel 9 Hrs.
(Hrs.)
Cycle Time of the 1
Productivity
Pc. Bangel (Hrs.)
11 9 Hrs. Improvement
with 1Nos.
- 41%
Manpower
Total Working
(Internal -
Existing Bangle, 1Pc.
15.33Hrs. Plus
12 Cycle Time. One
External) 60Hrs.
Manpower
Approx. 5 days
with Delays
14.12 Case Study 2: Short Description of the Project
This Projects is also an artisan cum process-based Leather units’ activities and products in Shoe making
industries. These products become privileged products for the developing countries particularly in south Asian
counties. Any shoe making industries have Three major categories of Function starting from Cutting, closing and
Lasting with supporting Functions like Dispatch, Quality, Stores with outsourced Leathers.
The most Critical sections are closing sections where the cutting items or components are added / closed for
making upper section of a shoe with various designs, sizes and pairs. It is a continuous changing operations
yearly new designs and obsolete designs.
During the study a medium sized company was undertaken with one of the units of highest production. Monthly
production was one than one lakhs pairs of various combinations of high-end products to less component based
slippers.
Problems are Identified during the study was the following areas;
1. Enormous defects occurred
2. Whole Lot based production, rather dividing in a small batch-size or single piece production
3. Process Flow and Value stream was not defined
4. Tools, specific working areas and Stitching machines – single, double and others was not identified as per
Lines
5. Product and categories-wise lines not made or designed
6. Operation and process times are not recorded, measured or utilized
7. Supervisors are not trained
8. Cycle of each small batch size or single piece production not understood, measured or applied
9. Major losses and delayed due to this gap

To resolve these problems, an entire improvement, training and implementation plans are deigned. The complete
projects are not included herewith, rather only changed and modified Line design mentioned in pages of some
Items. Total 70 nos. of Two-Handed process flow developed; some are mentioned in this book.

Total changes incorporated in this reengineering process;

1) Changed the Process of working, i.e. sequence of working
2) Prepared the Item-wise work Flow and how to make the work by the supervisors
3) Orientation and training to the workmen, operators and supervisors, how to follow the work flow
4) Concept of single Flow and small batch Production, (Plant Layout is the constraint, so single piece
production not immediate possible)
5) How to make Batch
6) Operation times of each Operations
7) How to calculate in the total 8hrs. output/ production, target production
8) Start the concept of FTR- First time right, in implementation
9) Start discipline in working:
i) Self-checking points
ii) Not to work in defective product
iii) Ontime Completion
iv) Work with a Flow
10) Abnormality in the Line for supervisors
11) List of Records and Documents with Log book
Result
Productivity shoots up from 30% to 130% and 80% reduction Overtime in the Plant. So, through process
reengineering, overall system with process and executions of the process also changes.
LINE SET UP – FPC, Article - 1108

S. N.
Goloka SUMMARY
Stitching Manpower
Lining + Helper - 1 2 , Fitter -06 TARGET
Counter 120 Pair/ Da
Machine m a n -06

Marking
1H
 S. N.
Golaka
Stitching +
Hasia
Q <■i 1- r h i n n

Counter Bleed + Tongue

Completed
 Titkul Chipkana + Hasia
Lining Quarter
2H - 2 min

S. N
Collar Stitching
Quarter Stitching
Collar+ Quarter
Stitching
 Colla r+ Titkul Attachment
Counter + Quarter
Attachment

D. N.
Vamp + Titkul
Stitching
Counter
Stitching

Side Quarter + Collar

Fitting
Counter Lining Sattao

I
 D. N.
Facing
Stitching
Collar Satao
Stitching

Vamp + Side Quarter

Attachment
Collar Folding + Eyelid

Facing Satao + Ghujia

Banana

s. N
Clothe
Stitching
+ Tongue
Stitching
? min

Vamp + Clothe Lining

Pasting
1 Fj-7 H 1 R min

I
Cleaning
3H
 LINE DESIGN, Article – 2059
SUMMARY
Manpower
Helper -16, Fitter -07
Components Machine man -06

D. N.
Counter
Stitch +
Back Strip
stitching-

Marking 2H

(Plug +Vamp) Bleed + Counter

Bleed + Final Bleed / 3F+1H
- 3.5 min.

D. N
Vamp
Stitching
2 min

Counter Fitting
1F+1H - 2 min.
 Back Strip Fitting
1F+1H - 1 min

D. N.
Counter
Lining + Plug
Final
Stitching-

Vamp Fitting + Plug Final

Fitting 1F+1H -
 S. N.
Cloth Lining
+ Final Lining
+ Final Cloth
Stitching- Elastic Fitting + Final Cloth
2.5min
Fitting

Ghujia Fitting
1F+1H - 2 min

Tarash + Final Tarash

1H - 2 m i n

D. N.
Ghujia
Stitching-
1.5 min

Plug Pasting
2H - 2min

Final Pasting
2H - I m i n

S. N.
Final Elastic
Stitching -
1.5min

Cleaning + Finishing
2H
 LINE DESIGN
Component
SUMMARY
Manpower
Helper - 1 5 , Fitter - 0 8
Machine man - 0 7

D. N.
Counter
Lining
Marking 2H

Hasia Bleed +Counter Bleed

2F+1H - 3 min.

s. N.
Cloth Stitch
+ Final lining
Stitch + Final
Cloth stitch-

Vamp Bleed + Quarter Bleed

2F+1H - 3 min.
 S. N.
Tongue Stitch
+ Vamp Fitting Tongue Bleed + Final bleed
Stitch + Lock
I F + 1H - 2 min

Tongue + Plug Fitting + Plug

Final Fitting Fitting / 1F+1H -

D. N.
Counter
Stitching +
Plug Stitching
Tongue Pasting + Final
Pasting

Counter Fitting
1F+1H - 2 min

D. N.
Hasia Stitching

2 min
Hasia Fitting + Vamp Fitting
2F +1H - 3min

Ghujia Fitting
IF +1H - 2min
 S. N.
Vamp
Stitching

Tarash + Counter Pitai

+Tapping

S. N.
Ghujia
Stitching - Eyelit Punch + Eyelit Fitting
2min
2H - 3min

Cleaning + Finishing
(Inclusive of the line)
 LINE DESIGN
SUMMARY
Manpower
Helper - 2 0 , Fitter -05
Machine m a n - 0 5 Components

Marking 2H

s . N.
Sticker
Stitching-
2min

Sticker Fitting
2H - 1 min

2 nd & 3 rd Patti Bleed

2F+2H - 3 min.

S. N.
1 st Patti
Lining
Stitchina-

1 st Patti Bleed
1F+1H - 2 min
 D. N.
3rd Patti
Stitching +
Final All 3 Patti Pasting I
6H - 3 min

Chakhao
I F - 2.5 min

D. N.
2nd Patti
Stitching + Final
Stitching - Final Fitting
1F+1H - 2 min

Final Pasting
2H - 2min

Patti Pehnana
2H - 3min

D. N.
1 st Patti
Stitching + Final
Stitching

Tarash
2H - 3min
 Cleaning + Finishing
(Inclusive of the Line)
 PFC OF THE LASTING SECTION

Workstation - II Work station III Work station - XI

Wortstation - 1 Side Lasting Sheath Lasting
Work station - X TOE-LASTING
Top up Time - 13.65 sec Time- 6.54 sec
COUNTER Time- 6.82 sec
MOLDING Time- 2125 sec
Work station IV
Starting Founding

Point Time - 8.64 sec

Work station V
Heat Shutter

Workstation VI
Ruffing
Time- 10.25 sec
CONVEYOR OF LASTING SECTION
Delastir
Time - 6.4

Workstation - IX Without M/C

Martdng

Without HC
PU
Work station VII
Woik station - XIV Workstation - VIII
Sole Press
Chiller, M - 02 Time - 17.16 sec
Garari
Without M/C
Time - 20.29 sec
Without M/C

AV. Production
1101.8 pair / day
Total Manpower Active
68 Person
Conclusion
Process management, improvement and reengineering are not so far extensively implemented in businesses for
identification of non-value-added processes & operations or planning & control of processes for cost and
completion time. It is observed that implementation of PR (process reengineering) to some extend for limited
industries in limited areas. Some industries use supply chain management for improving the delivery by
controlling the process and reduces the process delays but not use reengineering as a strategy for entire
organization.
Management and Bureaucrats should be more understandable and trained about the Process Reengineering and
its implementation for the benefits to their business, public services and make impact on products & services.
The productivity councils of the developing counties could include the Process Reengineering in their Training
programs and projects for industry and for enhancing in public sector efficiency.
 SME C o r n e r

Process reengineering is the techniques used for modifications in process, control the process time
and re-orientation of the execution.
SMEs must do the process analysis continuously which will make them capable to improve the
process. The trained process expert is capable to do it. Many organizations solve the delivery
problems through process rearrangements with the existing techniques and technology

From the sample of some projects, few areas could understand by SMEs, but effective process
reorientation and apply it in execution, with required analysis and process details, unit may follow it.

Self-assessment questions
i) Why Process reengineering is important for efficient business and plant management?
ii) What are the 7 Enablers of BPM?
iii) How to do Process Mapping and Process Time?
iv) How to do the process compliance and make it competent?
v) What are the Reengineering techniques and technology?
vi) What is the Process reengineering through techniques?
vii) How it is possible to do process reengineering through Industry 4.0?
viii) What is the process of implementation of process reengineering in manufacturing industry?
c Chapter - XV
Modern Production Techniques
Industry 4.0
Techniques of making smart factory for cost effective and competitive manufacturing through the concept
of smart manufacturing in Industry 4.0

15.1 About Smart Factory

Concept of Smart Factory (SF) is a new dimension in modern manufacturing system, evolution of the fourth-
generation industrial revolution i.e. Industry 4.0, which digitally connects all production facilities through
processes, operations, manpower, inputs, outputs and customers. It is manufacturing tomorrow which is a well-
controlled, no lag of Information, wastage-free and zero defects, optimally utilizes the resources, on-time
delivers with competitive price.

Purpose of SF with Trend

Basic purpose of SF is to transform the traditional factory to a factory which adopts smart manufacturing (SM).
World-wide manufacturing industries in both developed and developing countries are facing several challenges
as per their circumstances like selection of technology, techniques, processes, costs of output, mass production,
labour scarcity, sustainability in consistent performance. These challenges are connected to other factors such as
a scarce with aging workforce, cost of manpower etc. in developed countries. So, landscape changes are essential
in the of global manufacturing system and overcome the slow adaption of smart manufacturing by IT
interventions in developing countries.

Recent years, most governments of the developed countries started establishing extensive planning with
execution for accelerating the use of the Industrial internet of Things (IIoT) technologies and smart analytics
technologies in manufacturing industries, consequently to improve the overall performance, customer driven
quality and controllability of manufacturing process. SM is the integration of all recent IoT, technological
advances in computer networks, data integration and analytics to bring more speed and transparency in factories.

15.2 Contents of Smart Factory

SM is envisaged a fully automated plant which includes various techniques, process and outcomes.
Production Technology-
Quality - Zero Flexibility and
Defect Speed - Highest Digitally Quick Reaction
Productivity Managed

Competent S mart Dig ital ly

Innovative Manufacturing Monitoredand
Manpower System Managed
CusL ETfeLliue
Best Suited
and Best Working Total Integrated
Customer Environment System
Services _____
Figure 133: Contents of Smart Manufacturing

Robot)
CS
Augm©
nted
Realif
y
Simula
♦ion lloT
Machi
ne
Intel I ig Cloud
ence
Big
Data

15.3 Techniques and Technology of Smart Factory

Figure 134: Factors of Smart Manufacturing,
source - Asian Productivity Organization,
Japan SM is a new approach in multi-scale manufacturing with Additive
manufacturing techniques, uses the most recent IoT, consist of smart sensors, computing with predictive
analytics and resilient control technologies. Technologies in SF must be integrated together to acquire, transfer,
interpret, and analyze the information, and for controlling the manufacturing process as intended. A cyber-
physical systems (CPS) is an integral part SF. It is in preliminary stage in SAC (South Asian Counties) and
developing counties in Asia which are exploring more in-depth research & studies for their practical usage and
to establish it in selective sectors & various manufacturing processes.

Techniques of Industry 4.0

1. Big Data
2. Industrial Internet on Things
3. Robotics
4. Artificial Intelligence
5. Additive Manufacturing
6. Machine Intelligence
7. Cloud computing
8. Cyber Security
9. Augmented/ Virtual Reality

Strategy requires for selection of technology and techniques, steps of Implementation for making SF in various
scales industries like Small, Medium and Large and types like manufacturing, processing, pharmacy etc. for a
country.

Efficient and
Empowered
Manpower

Customer, Smart
Stakeholders Business
and Process
Competitiven

r
Smart Smart
Solutions in Technology
Problems & and
Workina l. Techniques Key elements of SF would be intelligent
machines with latest technology, facility fleets, network with advanced sensors, controls and software
applications.

Improved Process with Reengineering, always Improves the Processes & Times, equipped with Advance
Analytics; physics-based analytics, predictive algorithms, automation with deep domain expertise, Competent
people at work - higher Service quality, Augmented Reality in Maintenance and Smart Management System,
Artificial Intelligence are techniques of SF.
Figure 1 3 5 : Dimensions of Smart Factory

Glimpse of Smart Factory

With Technology and Techniques, a SF requires the Quality 4.0 as per the Industry 4.0, Manpower 4.0 and 4.0
Business Strategy to Implement these Techniques.
 Best T e c h n o l o g y used
P l a n t , Automated or S e m i
Automated P l a n n i n g a n d Strategy i n
S m a r t Factory
R e e n g i n e e r e d Process, I
Operations & Techniques|
I n d i v i d u a l Strategy
C o n t r o l i n g t h e BIG D a t a !

P r o d u c t Specific Strategy
Smart Manufacturing H
actoi
Plant |
F SMj
S m a r t , Competent | Q u a l i t y a n d Control Processl
People |

Best Q u a l i t y , Zero Defect 4 . 0 Business Strategy

Plant

Best Q u a l i t y i n C h e a p e r Price

O p t i m u m Cost of
Production Plant

Figure 136: Techniques of Smart Factory

15.4 Imperatives of On-Line Quality and Productivity in Smart Factory, Making Digital Thread
The Digital Thread, using the digital thread, the entire manufacturing and production processes could be seen as
an integrated whole. The digital part of the manufacturing process can be sub-divided into various Layers. These
are, Delivery Layer comprises devices that provides delivery of digital information to the individuals.
Operations Layer comprises, the virtual factory that the entire physical plant layout represents digitally. The
process of material flow between stations in the physical factory is equated to the process of information flow
between the virtual stations. Every machine in the physical factory is represented by a “digital twin” (a 2D or 3D
model of the physical machine with the capability to digitally analyze its structure, performance, inputs, process,
outputs, etc.) in a virtual factory.
Devices Layer comprises all of the lower level control software (programmable logic controllers) that collect
raw data from equipment, sensors, etc. Application Layer, comprises the higher-level software that performs a
certain function across multiple machines and production lines, such as, production scheduling, traceability etc.
Systems Layer, the layer that manages hardware and provides a platform for application software. Application
Software needs the system software for its execution (source: APO, Japan).

About Smart Quality

In SF both Process and Quality requires a deep to deeper look into internal and external processes to sub-process
& outsourced processes, Reengineering with process competency and techniques like FTR, OTIF, LPA (Layered
Process Audits) etc. at the initial phase. Smart quality will be a major transformation in SF for implementation
of the tools like 7QC, FEMA, QFD, TQM, Six Sigma, Lean Manufacturing with Plant specific Online reporting
for operations and process monitoring, monitoring the Range of Products – Inhouse & Outsourced quality etc. SF
never envisage customer return. In SF, there will be transformation of various levels skills requirements, system
and its’ standardization, process & quality-oriented maintenance with Predictive Maintenance, Intelligent
Maintenance, Hinshitsu Mentenansu/ Hinshitsu Hozen etc.

About Smart Manpower

There will be a divergence of high-level skilled and competent manpower in SF Plants. Digitized SF will demand
the specific new Skills to Work Digitally, Data Analytics, Efficient & Fast Audits, develop manpower supplier
agencies skills for supporting SF manpower. Assistance from Quality manpower Professionals will also be
required for identification of digitally skilled manpower and preparing skills matrixes etc. in SF Plants.

Making Smart Factory

Sector-wise Existing Study Data of a Country and Region
Every county should prepare with sector-wise study on the scope of the Industry 4.0 and for making SF which
will be followed by the industry with various extends of digitization in global and country perspective, with
various sources of Digital, Technologies, Knowledge & Consultancy, manufacturing specific requirements to
make this sector competent.

15.5 SF Implementation within a Plant

Smart Factory includes all the above Techniques for internal efficiency, quality with productivity, demand-
oriented production, agility, inventory, developed workplace for efficiently working, safe and sustainable
working process. SF journey towards Best Productive System (BPS) for a modernized working system. Starting
of Smart Factory may not always be highest level of Automation, Fully Digitized with Cyber physical system
rather an effective and efficient plant as per the investment, business, product, economic, country, cost and
customer specific.

S m a r t Lean Factory

Ime? 5 peerd
Data
Manpowe
Material Quality Monitor-in
Commitm
of Output

Measured I ! Competent! Improved |

! Optimized Yield, Min. Zero :ion Use of lloT
Process I Defect

T rend
Controlled Balanced
Validated Trained
towards
| Controlled! Assured igherOEE Shared
Process,
Inventor/ I M/c. Responsihil
stan rJiz
! ± l Preserved
Managed
Qualify a n d
Critical
I ity

JIT Total Factors-

Quality wise
Control
Controlled Chart

Monitored

Figure 137: Aspects of Lean Smart Plant for Efficiency and Effectiveness

Identifications of the primary

activities and business functions

Plan Maintenan
Planning
Develop me
Marketing Production
ind
nt
& Sales Services

Forecastin Distributio
g methods n planning

Collaborati Connected Promotion tnrerpnse

ve work products
Asset
Manageme
nt (EAM)
Demand Digital
manageme
engineerin market i ng

enterprise Remote t i m e (JIT)

manageme monitoring! Predictive
logistics
maintenan
ce
Remote Po i nt-of- Supplier Energy Track a n d
stock
software sale (POS) collaborati manageme Trace
optimizatb update on nt products
analytics workforce
manageme
User Inventory Predictive
ve maintenan
consumer manageme
engineerin ce
[experience nt Au gments I
d reality

3D product Secure manageme

payment
models systems Condition
Tracking monitorinc
genealogy
Process
stimulatior Remote
Smart maintenan
packaging ce

Figure 138: Identifications of the primary activities and business functions that empowers through Industry 4.0 technologies (source: Industry 4.0
by CGI Manufacturing)

PHASE – I: It would be a study-based planning as the existing critical & constraint areas of outputs, business,
market & customers. Criticality areas are related to business, customer, quality and constraints of speed,
delivery, supply chain etc., cost of initial investment, cost benefit analysis, return on investment, design the
possible areas of improvements in technology and application of digitization, phase-wise implementation
planning from short to long-term. Develop internal implementation process & implementation flow chart with
time limit with monitoring.

PHASE – II: Strategic implementation of Steps of implementation on levels of digitization on post

implementation cost benefit analysis, atomization, robotization, team, action with PDCA etc. Implementation in
the areas of smart technology supported by smart manpower with quality, maintenance and delivery. In Digital
solutions - Physical & Network Security, Identity & Access Management, Integrity Monitoring, Secure Coding
Practices, Firewalls with Data Encryption etc., would be implemented in this phase.

PHASE – III: Phase-wise implementation sustainability with scalability and continuous improvement of the
implemented areas with sustainable businesses.
Digitization in total quality, reengineering, digitized data & records, manage the big data on total business,
planned improvements in eliminations of wastages - PDCA cycle & value engineering, artificial intelligence,
robotization, customer driven individual roles will be in final stages of SF.
15.6 Industry 4.0 Readiness Check Points
The Industry 4.0 Readiness check Points prepared by the expert for self-assessment of the industry / company for
enabling them planning for the improvement through preparedness in technology, techniques, process,
digitization etc. The unchanged version of the expert’s descriptions is mentioned in the below tables.

Table No. 97: Industry 4.0 readiness check points, product and services
Readiness Level 1 Level 2 Level 3 Level 4
Marks
level Beginner Intermediate Experienced Expert
Product Product allows Majority of Products can Late
customisation for no products are be largely differentiation
individualisation, made in large customised but available for
standardised batch sizes still have most make-to-
mass production with limited standardised order products
late base (batch size 1
differentiation
Digital Products show Products show Products Products
features of only physical value only exhibit some exhibit high
products value from digital features digital features
intellectual and value from and value from
property intellectual intellectual
licensing property property
licensing licensing
Data-driven Data-driven Data-driven Data-driven Data-driven
services services are services are services are services are
offered without offered with offered with fully integrated
customer little customer customer with the
integration integration integration customer
Level of Data is not used 0-20% of 20-50% of More than
product data collected data collected data 50% of
usage is used is used collected data
is used
Share of Data-driven Data-driven Data-driven Data-driven
revenue services account services services services play
for an initial account for a account for a an important
share of revenue moderate share significant role in revenue
(<2.5%) of revenue share of (>10%)
(2.5-7.5%) revenue (7.5-
10%)
Table No. 98: Industry 4.0 Readiness Check Points, Manufacturing and Operations
Readiness Level 1 Level 2 Level 3
level Beginner Intermediate Experienced
Level 4 Expert Marks
Some
Most machines
machines and Machines and
Few machines and system
system systems can be
can be infrastructures
infrastructures controlled
Automation controlled can be
can be completely
through controlled
controlled through
automation through
through automation
automation
automation
Machine and Machines and Machines and Machines and
operation Machines and
systems have systems are to systems are
system systems are
no M2M some extent partially
integration fully integrated
capability interoperable integrated
(M2M)
Machines
Significant already meet
Some Machines and
Equipment overhaul some of the
machines and systems already
readiness for required to requirements
systems can meet all future
Industry 4 meet Industry and can be
be upgraded requirements
4 model upgraded
where required
Autonomously
guided Autonomously
Autonomously Autonomously
Autonomously workpieces guided
guided guided
guided are not in use, workpieces
workpieces workpieces are
workpieces but there are used in
are not in use widely adopted
pilots selected areas
underway
Self-
optimising
processes are
Self- Self-optimising
not in use, but Self-optimising
Self-optimising optimisation processes are
there are pilots processes are
processes processes are used in
in more widely used
not in use selected areas
advanced
areas of the
business
Complete
Some
Most processes digital
Digital No digital processes use
use digital modelling used
modelling modelling digital
modelling for all relevant
modelling
processes
Data is
Comprehensive
collected
Required data Comprehensive automated
manually
Operations is collected digital data digital data
when
data collection digitally in collection in collection
required, e.g.
certain areas multiple areas across the entire
sampling for
process
quality control
Data is
Comprehensive
collected
Required data Comprehensive automated
manually
Operations is collected digital data digital data
when
data collection digitally in collection in collection
required, e.g.
certain areas multiple areas across the entire
sampling for
process
quality control
All data is used
Some data is
Data is only not only to
used to control
used for Some data is optimise
Operations and optimise
quality and used to control processes, but
data usage processes, e.g.
regulatory processes also for
predictive
purposes decision
maintenance
making
Cloud solution Cloud Initial Pilot solutions Multiple
usage solutions not solutions implemented in solutions
in use planned for some areas of implemented
cloud-based the business across the
software, data business
 storage and
data analysis
IT security
Comprehensive solutions have
IT security been
IT security solutions have implemented
IT security
IT and data solutions have been for all relevant
solutions are
security been partially implemented areas and are
planned
implemented with plans reviewed
developed to frequently to
close any gaps ensure
compliance
Table No. 99: Industry 4.0 Readiness Check Points, Strategy and Organization
Readiness Level 1 Level 2 Level 3 Level 4
Marks
level Beginner Intermediate Experienced Expert
Industry 4 is
recognised Industry 4
Industry 4
at strategy has
strategy has
Degree of departmental Industry 4 is been
been
strategy level but is included in the communicated
implemented
implementation not business strategy to the business
across the
integrated and is widely
business
into the understood
strategy
Business
Industry 4 metrics and
Structured set of metrics ae personal
KPIs are not
business metrics widely development
focused
Measurement exist, with some understood in plans are
around
measurement of the business and focused
Industry 4
Industry 4 drivers used in monthly around
reporting Industry 4
objectives
Initial
Industry 4
Industry 4 Industry 4 Industry 4
investments
investments investments in investments in
Investments across the
in one more advanced multiple
entire
business business areas business areas
business
area
Developed
Employees
Technology digital and data Leading edge
have little or
focused areas of analysis skills digital and
People no
the business have across most analytics
capabilities experience
employees with areas of the skills across
with digital
some digital skills business, e.g. the business
technologies
production
Departments
There is limited are open to
The business Departments are
interaction cross
operates in open to cross
Collaboration between company
functional functional
departments, e.g. collaboration
silos collaboration
S&OP process to drive
improvements
Widespread
Leadership team
support for
Leadership recognise the
Industry 4
team do not Leadership team financial benefits
within both
recognise are investigating to be obtained
Leadership the leadership
the value of potential Industry through Industry
team and
Industry 4 4 benefits 4 and are
across the
investments developing plans
wider
to invest
business
No ongoing
Annual Quarterly
review of
No sizeable cost/benefit cost/benefit
cost/benefit
Finance Industry 4 analysis of analysis of
analysis for
investment Industry 4 Industry 4
Industry 4
investment investment
investment
Table No. 100: Industry 4.0 Readiness Check Points, Supply Chain
Readiness Level 1 Level 2 Level 3 Level 4
Marks
level Beginner Intermediate Experienced Expert
Inventory Computer
control Inventory
database is used Computer database
Real-time database
which is used with smart
using real- levels are
manually updated devices updating
which is updated
understood by smart devices
time data with inventory inventory levels
management levels
Fully integrated
Basic Data transfer
Ad hoc systems with
Supply reactive
communication between key
suppliers/customers
and data sharing strategic
chain communication
where required suppliers/customers
for appropriate
with suppliers processes (e.g.
integration and customers
with suppliers (e.g. customer
real-time integrated
and customers inventory levels)
planning
Site location,
Site location,
capacity, inventory
capacity, Site location,
Supply No integration inventory and capacity, inventory
and operations are
visible in real-time
chain with suppliers operations are and operations are
throughout supply
or customers visible between visible throughout
visibility first tier suppliers supply chain
chain and used for
monitoring and
and customers
optimisation
Moderate Moderate response Immediate
response to to changes in response to
Supply Slow response market changes market changes in market
chain to market and general environment and environment and
changes customer individual individual
flexibility requirements customer customer
shifts requirements requirements
Improvements Some
Long materials Differentiated
have been improvements have
lead time stocking policies
identified to been implemented
Lead times resulting in
reduce lead times to reduce lead
and lead times to
high inventory meet make-to-order
for some times on key
levels efficiently
materials materials
Table No. 101: Industry 4.0 Readiness Check Points, Model of Business Planning
Readiness Level 1 Level 2 Level 3
Level 4 Expert Marks
level Beginner Intermediate Experienced
Aware of High awareness ‘As a service’
‘As a
concept with and has been
service’ No
some initial implementation implemented and
business awareness
plans for plans are in is being offered
model
development development to the customer
Some data is Most data is
analysed and analysed and the All relevant data
Data is not
Data driven features in key result is is analysed and
widely
decisions business reports considered when informs business
analysed
to review making business decisions
performance decisions
Product can be
Product can be tracked through
tracked as it manufacturing Product can be
Limited
Real-time moves between and distribution tracked along the
product
tracking manufacturing until it reaches complete
tracking
and internal the customers lifecycle
distribution sites distribution
centre
Some machines Machines are
Some machines
Equipment are self- generally self-
alert operators of
is manually diagnosing, diagnosing and
Real-time a performance
maintained automatically the maintenance
and issue which
in line with passing schedule adjusts
automated enables them to
the information to itself based on
scheduling manually
maintenance the maintenance real time data
schedule a
schedule scheduling inputs from the
maintenance task
system machine
Integrated
Online Integration Integrated
customer
Integrated presence is within the online channels and
experience
marketing separated and offline individualised
management
channels from offline channels but not customer
across all
channels between them approach
channels
Main
Some areas of IT systems
business Complete IT
IT the business are support all
process support of
supported supported by IT company
supported processes but not
business systems and processes and
by IT fully integrated
integrated are integrated
systems
Table No. 102: Industry 4.0 Readiness Check Points, Legal Consideration
Readiness Level 1 Level 2 Level 3
Level 4 Expert Marks
level Beginner Intermediate Experienced
Contracting Some changes to Some 'flagship' projects All contracting is
Contracting processes contracting utilise new contracting behavioural and
are linear processes to reflect models but it is not incentivises all parties
models and operational standard across the to achieve the best
unchanged changes board result
Working party has
New risks New risks New risks identified
assessed the changing
not identified and/or and assessed, and
Risk identified or assessed but no limited mitigations put
risk profile and has
procedures in place to
assessed mitigations planned in place
mitigate these
Good understanding Conducted a recent
Have internal
No data with robust policies and General Data Protection
Data policies but do not
protection procedures but haven't Regulation audit and
ensure compliance
protection policies or updated for General are confident of
in engagement with
procedures Data Protection compliance including
suppliers/customers
Regulation in light of Industry 4
Intellectual property in Intellectual property in
Intellectual Awareness of
products and services is products and services is
property in intellectual
identified and in part identified and
new property in new
Intellectual assessments made as to assessments made as to
products products and
whether whether
property and services services, but no
registrations/contractual registrations/contractual
is not legal protections
rights required, and if rights required and, if
identified or identified or
required, appropriate required, appropriate
protected applied for
steps taken steps taken
15.7 Benefits of Smart Factory and Industry 4.0

There are immense benefits of SF from creating safe environment to product & service quality, reduced times,
total supply chain, total services to customers for business and optimum utilization of all resources. System
Efficiency and Effectiveness are means SF.
Most of the leading automobile industries transforming towards smart manufacturing for the global
competitiveness and market advantages with domination. As per PwC study, 59% of manufacturers in the United
Stated (US) are currently using some sort of robotics technology, mainly in the automotive industries for
assembly and machining applications.

SF is so far not extensively progressed in SAC countries except some MNCs and their suppliers. Now it is at
awareness and understanding stages in world-wide through Hi-tech industries. In five leading Asian countries are
also leading in making smart factories. Cost of automated technologies in SM with comparison of Labours cost,
non-availability of digitized manufacturing techniques, problem of initial investment, market risk, lack of
awareness of the entrepreneurs, absence of sector-wise govt. study etc. are the factors for slow progress of SF for
smart manufacturing in developing countries. It is manufacturing of tomorrow, so there is immense opportunity
of SF implementation in global manufacturing industries.
 SME Corner

Industry 4.0 is the next generation manufacturing strategy and a method of technological change for
competency in the global market and industry. It advocates radical process change and industrial
revolution, through techniques of production, control and monitoring. It is a change in dimension of
the production, materials planning for best method of business for direct and instant communication
to the customers.

The unchanged version of the expert's descriptions on the readiness of the Industry 4.0 is enclosed
to verify the standing of the factory to introduce the smart manufacturing techniques.

Before implementation and investment on smart manufacturing, factory must make the smart
factory in the existing set up with the techniques for best quality, best price and on-time delivery.

Self-assessment questions

i) What is Smart Factory?

ii) What are the contents of Smart Factory?
iii) What are techniques and technology of Smart Factory?
iv) What are the difference between Smart Factory and Smart manufacturing?
v) What are the imperatives of on-line quality and productivity in smart factory, making digital thread?
vi) How is process of SF Implementation?
c -------------------
Chapter - XVI
Implementation Journey
V _ _ _ _ _ _______)
16.1 Manufacturing Industry Efficiency Improvement Implementation Project
In the above chapters the immense points of improvement techniques and implementation process are discussed
with examples and case studies. But the question rings always in the minds how my plant and organization will
be efficient. In the efficient paragraphs at starting chapter, the principles of efficiency are discussed, but concern
is how to start from this point to be best in the industry. It is journey without end, plan with flexibility, changing
as per reviewed action plant, if once time fail, do better in next. Find quality in each activity of the organization.

1. Requirement Analysis: as per existing gap as per customer, market and business
2. Improvement Planning: plan for improvement with the production people from workplace
3. Base the plan with employee information, involvement and improvement
4. System improvement depends on technology and techniques and management
5. Make foundation/ set up of the organization with continuous progress
6. Start the culture of quality and value-based thinking in the system

16.2 Knowledge and understanding

Known to »elf Not known to »elf
Known to Others

Open ere<<
Blind »pot
or Arona
Not known
toothers

Hidden area
Unknown
or f a c a d e

The Johari Window Model

The purpose of addition of this concept, as any
individuals at any level who are working and contributes in the industry for long time might be carried away by
the misconception that every scope of improvement is utilized. Most of the domain experts in this sector, have
the dark side related to the factors that these concepts are not useful for enhancement. This natural human ego
may block the thinking of new scope, opportunity, proactiveness and competitiveness. Everything should be
started with new thinking, new journey and living with new breath. Due to thinking blockage for a moment leads
to mis-judgment of the situation, it may happen be a most expert person leads to lagging behind in the
competition. Industry have immense example on it. Simple, steady, continuous and unfathomable growth is most
important to survive in industry. Always think all alternatives during dab times and good times. Invisible inner
strength & virtue becomes observable only in critical time with visible rewards.

The Johari window is a technique that helps people for better understand their relationship with themselves and
others. It was created by psychologists Joseph Luft (1916–2014) and Harrington Ingham (1916–1995) in 1955,
and is used primarily in self-help groups and corporate settings as an experimental exercise.
This quadrant of the Johari window shows the state of an individual known to him but not known to the others.

16.3 Direction towards Manufacturing Efficiency

Material: Focus on design and fix the yield rate of all materials; the way to reduce material waste is trial the
production with less material from the beginning. Recycle scraps and factory returns, optimize processes to
utilize all available material.
Time: All Operators and workmen should know the time of their work / operations
Speed: Means the flow of work with optimum speed without any blockage / stoppage
Wastages: Find the Non-value additions during work
Utilization M/cs and equipment: Utilize the Lines, M/cs, equipment with maximum efficiency, if it creates
problems, search the root of this cause.
Human Intelligence & Creativity: Use the suggestions of the process owners and use the intelligence of
employees.
Organization Culture: Develop a culture of quality of each work with standardization and sustainability.

16.4 Nine ways to increase productivity in the existing production facilities

A. Review the process and operations with exact counting
B. Fix the time of operations and process with manual or M/c for balancing the operations
C. Continuous review the existing product-wise processes and workflows
D. Define the techniques of production
E. Update Technology with equipment and machines
F. Improve machine performance with planned maintenance
G. Train and educate employees for skills and competencies
H. Set up the organize the workspace
I. Maintain optimal inventory

16.5 Basis / Types of Improvements envisaged in the Industry

What the workmen and supervisors

improvement
do everyday

Essential W h a t t h e Gusto n
imple

Problems W h e n t h e P r o b l e m arises i n a n y areas.

based F a i l u r e , r e t u r n , m i s t a k e s etc.

” Basis / Types "j Manpower S k i l l , competency etc.

Based
Improvements]

Productivity, Quality, I
and process i r m a n c e . W a s t a g e nedi md

Industry This I n d u s t r y r e q u i r e d s t a n d a r d s like

Needs 151, ISO, QMS, OHSAS, HACCP, Safety

1
R e q u ire d c o u ntry- w i s e c u s t o m e rs
n e e d o f s t a n d a r d s a n d Test

Figure 139: Types of improvement in manufacturing industry

16.6 Sources of Improvements in manufacturing industry

1) Obvious improvements: What the workmen and supervisors do everyday
2) Essential Areas: What the Customer forced to do / implement
3) Problems based: When the Problem arises in any areas, failure, return, mistakes etc.
4) Manpower Based: Skill, competency etc.
5) Technical and process: Planned improvement for Improvements and changes for Productivity, Quality,
Plant performance, Wastage reduction and Maintenance for reduction in cost and losses.
6) Industry Needs: This Industry required standards like ISI, ISO, QMS, OHSAS, HACCP, Safety
7) Customer Needs: Required country-wise customers' need of standards and Test certificates - Halal, etc.

From the above description, one could understand the points that, it is observed in all customer requirements
related, industry and obvious related improvements are essential to the companies for improvements. But the
most important improvements are technical and process related which directed towards the productivity, quality,
efficiency and cost reduction. In next pages some planning areas of improvements are suggested for industry.

16.7 Necessary Technicalities for a Factory

Following are the attempt to describe the natural method of accepting techniques in various levels. The levels of
technology already describe in the initial chapters.

Basic Plant necessities: Data, Documents, Records, Formats, check points, analysis and planning etc.
Essential Technical Improvements: 5S, Kaizen, Time of Operations and Calculation of Productivity and
Quality etc.
Natural Techniques: What the workmen, operators do for improvement in working, time and workplace
arrangement and Internal modifications as per customer’s requirement or visit.

Leyel of Techniques

_ _J-, _
Basic Plant] Technical Natural Planned of State of the
Improvement high-level art
Necessities Techniques Techniques technology

5S, Kaizen, operator's More New

Prepare Time of improvement in professionalise technology,
plant with Operations working, t i m e and techniques, automation,
Measureme and such as Lean digitization.
Calculationof workplace
nt and data arrangement and techniques, Roboticsin
Productivity Internal Works / T i m e work, journey
and Quality modifications, study. TPM & towards
TQM lndustry4.Q
Figure 140: Levels of Manufacturing and production techniques
Planned of high-level Techniques:
It is implemented for better plant management from experts from within or outside. More professionals required
for these techniques, such as Lean techniques, Works study or Time study, throughput improvement, TQM &
TPM Implementation etc. It also includes the techniques of Six-six-sigma for design of new products,
experiments & testing, services & plant capability and business analysis etc.

State of the art technology: Interventions of new technology, automation, digitization, Robotics in work, could
computing SCADA (supervisory control and data acquisition) or journey towards Industry 4.0 etc., are the latest
technologies.
16.8 Intrinsic problems of the Plant and industry on efficiency
It is discussed in the initial chapter in the gaps of the MSME sectors, various regions have specific and different
problems.
1. Understanding about the Plant
2. Limited Focused areas on Customer, Plant, production and efficiency
3. Over-focused on profit
4. Cost, quality and price are not highlighted
5. Skills and competency
6. Wastage and Non-value additions
7. Techniques of manufacturing and production
8. Entrepreneurship in business
9. Customer-centered production/ manufacturing planning

Types of Planning

Investment
S h o r t Term Long Term Based

Figure 141: Types of Planning

16.9 Planning and Direction Towards Efficiency

Unit should plan for improvement as the in defined stages, discussed in the previous chapters, the techniques-
wise implementation planning, but overall plant might follow the points as;
Plant prepare the check points to implement, as mentioned below points, these are the primary requirement in
the plant and workplace. These are sample areas, might be modified as per the plant, more points could be used
as per the plant verification check-points at various levels.

Stage – I
1. Readiness and encouragement from management
2. Basic and preliminary data, records and information points
3. Primary Information to identify the problems
4. Line, Production and products / item / units etc.
 5. Identify the areas of improvements (productivity with targeted quality)

Stage – II
1. Analysis the problems
2. Prepare all technical methods for application
3. Make out suggestion for implementation
4. Product testing and verification points from customers

Stage – III
1. Awareness of the problems
2. Apply implementation planning
3. Implementation of the primary problems
4. Short terms training

Important: Follow up system

Method – Software/digitization (if possible), Formats for proper plant reporting system (PRS)
i) Workers/ skills
ii) Machines
iii) Production
iv) Delivery / QC
v) Stores
vi) Cost / Inventory
vii) Special Activities
viii) Techniques

Discipline
i) Discipline in the material handling
ii) Discipline in quality
iii) Disciplined attitude towards involvement
iv) Time of working
Activities – Visual of Lean Activities
Methods under Lean implementation/ wastage reduction
1) Visual board must be at each unit
2) Display about Lean Teams
3) Display of Lean activities and achievements in the month/ quarter in unit’s visual board
4) Display the technical activities completed under lean with achievements in the visual board
5) Priority on supervisors’ and workers’ views
6) Best, New suggestions/ Kaizens at the unit level
7) Focus on best achievements

Study Areas in the Shop Floor

Observing areas, section-wise planning; Section Name -
1. Causes of the high rework
2. Line arranging and rearranging
3. Manpower allocation according Lines and combination of products/ units / items
4. No. of Time of Working/ operations
5. Causes of defects with central QC / QA Team or individuals
6. Discusses and reduction of defects
7. Speed of working for best output with optimum cost
8. Draw the existing Lines of Working with value chain

Practicing areas – I
1. Cleaning the working place in the shop floor
2. Meeting with Groups
3. Feedback/ easy flow of information
4. Reorientation of the Line working
5. Practice of Target in every day
6. Target Reducing rework in every day basis
7. Trust and confidence among workmen

Practicing areas – II
1. Alternation of the Lines / Cellular manufacturing, where is required for adjustment of the Lines
2. Sitting arrangements with directions as per the Flow and study-based line design
3. Not gathering unnecessarily in the workplace or in front of the supervisors
4. No. additional Item in the lines ( a list of minimum items which should be in the lines is enclosed)
5. Cleaning Drum/ dust bins in a periodic gap in the sections / Lines
6. Selection of the Best workers and use in a critical areas / activities / operation to estimate & upkeep the
production standard
7. Changes of the supervisors in different Lines/ working areas, Job Rotations
8. Apply Skills upgradation techniques
9. Constant discussion and meeting with supervisors for Improvement

Apply Productivity Improvement techniques in mostly less automatic industries

i) Productivity = Output/ Input or combination of input
ii) Time, Other Factors are constraints
iii) Works study
iv) Motion study
v) Time study
Factors – Internal, External and intervening, which are essential to control for productivity.
Section-wise Planning and actions; Section Name
1. Working section/ Lines specific activities: Line/ workplace should be a marked by Name & activities
2. Line SoPs and working rules: it is required to display with Product targets in individual, group and line
3. Workstation wise work Line setting and schedule of the work
4. Verify the information of all techniques and valuable working instructions should be displayed, not depends
on the operator’s / workmen’s mind
5. Line/ working areas-wise every day output
6. Corrective action in Line wise for reducing rework
7. Re-orientation of the existing set up as per requirements of productivity, aptly

Supervision - I
1. Cleaning the space of work
2. Use of all tools and equipment, machines for production and changeovers
3. Workmen / operator’s discipline, disharmony and overstressed

Supervision - II
1) Keeping view of Materials movements
2) Making Lots (when applicable), product-wise scheduling
3) Manpower availability and absence-based planning and information Time office or HR
4) Basic Recording keeping process are maintained or any deviation
5) Machine speed, any kind of abnormalities, scope of further improvement and workmen encouragement

Control of Items in the Lines/ workplaces

Materials
1. Passing Materials
2. Input Materials
3. Materials for Marking
Tools of Working
1. Machine
2. Chemicals
3. Working handy Tools

Other Items
1. Water Bottle
2. Tiffin Box etc.
How to keep the factory is on right path; true path for incessant journey.

System
i) Ensure the best place to work
ii) Availability of RIGHT information at right time
iii) Resource at right place
iv) Technical machinery is using with availability

Process/ Operation
i) Uses right process to produce products and services
ii) Production system are correct
iii) Corrective tools for customers’ satisfaction
Manpower
i) Right Skills and Competency
ii) Right Attitude
System with correct techniques -> efficient organization

16.10 Efficiency measurement Scorecard

The scorecard designed as per the efficiency measurement parameters, which is described in (C) under preface. To design, data collection and
measure of efficiency scorecard, expert training is essential.
Table No. 103: Efficiency measurement Parameters for making Scorecard
Scoring
Sr. Factors of Objectives / Conformance/
Parameters Measurement Process/
No. Efficiency Clarifications Compliance
Score
Utilization
Manpower Manpower for
Compliance as
Output / Lower Cost of
1 Manpower per the Target
Utilization - Manpower for
of productivity
100% Manufacturing
and Services
New
Business - Amount
% against Business Level or %
As per SWOT
Management/ Old growth in the Achieved in
2 Business Analysis of
Leadership Threat and the Business
the Industry
Yearly New Opportunity in Target
Business the Market
Initiatives
3 Plant and Acceptance of
Machineries Quality of Products and
100%
Output Services by
the Customers
In Absolute
Terms after
adjusting/
considering
Inflation of
Output and
Input Products
Price. It could
be considered
as absolute/
90% or may
Cost of total Value
be Internally
Production addition.
decided Target
It will include
Total Inputs
costs,
Processing,
production
related
indirect costs
(on
Cost production
unit based)
In Absolute
Terms after
adjusting/
considering
Inflation of
Output and
Input Products
Price. It could
90% or may
Cost of be considered
be Internally
Services as absolute/
decided Target
total Value
addition
It will include
all input costs
related to
services
whatever it is
applicable
 Utilization Production Calculation of Min. 85% of
of the Plant Efficiency - Std. OEE the OEE
/ Optimum OEE
Capacity of
the Plant
—
Utilization
Overall Plant Overall Plant
of Plant and Min. 85% of
Efficiency Efficiency /
Machineries the OPE
(OPE) Effectiveness
– 100%
OTIF (On Delivery
Delivery 100%
Time in Full) Performance
Rate of
Technology Return from Internal Target
Total
4 Investment and this / benchmark
Expense
Techniques Investment on RoI
sep arately
Utilization of
Inputs,
Benchmark
the wastage.
Input Plant have to
Utilization/ On the basis make flexible
5 Inputs 100%
Yield Rate of Yield Rate and
– 100% progressive
Yield Rate
above the
benchmark
rate
Note: This Efficiency Scorecard is developed as per the significant areas of Utilization of Resources in the industry

SME Corner

In important note to the industry, particularly to SMEs; PI, start the improvement and planning for it
immediately.
Don't wait for special day or occasion to start.
Make the Team for productivity and improvement, encourage and involve all individuals.

Improvement not always required high technical knowledge, rather simply thinking and continuous
involvement like Japanese. There is no easy way to do right thinking in difficult times and take the
easy and simple method for difficulties. There various discussion on improvement are repeatedly
highlighted in various chapters, but start with any of the techniques which the plant most required
and best to understand.
Management and owner are the first person to start any initiative.

'Please remember, lOOmiles journey starts with one step'

Self-assessment questions

i) How to plan the manufacturing industry efficiency improvement project/ journey?

ii) How to move the plant towards manufacturing efficiency?
iii) What are the types of Improvements could be planned in the Industry?
iv) What are the types of improvements in manufacturing industry?
v) What are the problems of the Plant and industry on efficiency?
vi) How to Plan for efficiency?
 Annexure - I
Case Studies on Time Measurement
STUDIES IN MIXING AREAS LINE 1, 2

Table No. 11: Study Of Mixing M/C -1 And Mixing M/C 2

All Activities are Verified
Mixing Area

No. of Total Mould

Wt.
Other Other Total No. of Batch/ weight M/c
Line Product Mixing Mixing Total Mixing Time/ Per
Time - Time - Batch Batch/ Shift Per per
No. Name M/c Temp. Machine Batch
Loading Unloading Time Hrs. (8 shift mints.
(Kg)
Hrs.) (Ton) In Kg.

36-37 10
Min.
2 8
Min. Min
Slow Fast

1 2 7
Choco Min. Min Min. 5 1 16 3.75 30 534 16.02 25.92
Slow Fast Slow

Mixing 3 7
M/c-1 , Min. Min
Line 1 Slow Fast

36-37 10
Min.
2 8
Orange Min. Min
Slow Fast

36-37 10
Min.
2 8
Alichi Min. Min
Slow Fast

Mixing 3 4 3
40.8- 10
M/c-2 , Marie Min Min. Min 6 2 18 3.33 26.66 700 186.66 36.4
40.9 Min.
Line 2 Fast Slow Fast
Process: Mixing Area, Line - 3
Table No. 12: Study of Mixing Area, Line - 3
Line – 3: Mixing Area

No. of Wt.
Dry Other Other Total
No. of Batch/ /Capaci
Line Mixing Mixing Total Mixing Mixing Weighments Time - Time - Batch
Product Name Batch/ Shift Per
No. M/c Temp. Time/ Machine Time Time Sec.) Loading Unloading Time
Hrs. (8 Batch
(Sec.) (Sec.) (Sec.) (Min.)
Hrs.) (kg)

Weight 4 Min.
Mixing Fast
Lin 8.5
CHOCOFILL
e– Dry 20-25 Min 3 Min. 420 180 13 80 21 5.84 46.72 36
S
3 Mixing . Medium

Final
1.5 Fast
Mixing

CYCLE TIME AND PRODUCTION NORMS FOR LINE 1

Table No. 16: CT AND PN CALCULATIONS
LINE -1, Cream (41 gm and 82 gm)

|MultifLjtt| PotybK
SealinglUnOM|
SZ J”""’

ir!
iids 1010 52 1420.0 ster
iim 1140 BM.O 12j0 fS.1I
M1|41gm| 1152 12 I 138 12-0 7R67 Proper:
MP4-1-------------
|*3|4t 3 m| 112 Ulttynl 1140 MO.D 12.0 S*mj

ABM Iwi9(«gm| 564 Biscuits is dstribuledin Above Two Lines

TOIAL BUO

NOTE: Balancing of the Output of M/c 19 would be reviewed with M -1 & M - 3. Manpower Utilization is Calculated as per the Study Based
Proposed Manpower. For Clarity of the CT & PN Sheet, Pl. follow the Excel Sheet submitted by study Team
Manually Chute Filling (MP4 -1 & 2) and ABM
Table No.17: Manually Chute Filling
Only For Manually Chute Filling (MP4-1 & 2) and ABM
Lines -1 Standard Wt. - 41 & 82 g m Cream-Bounce
No. of Proposed Total
No. of Chutes
No. of Biscuits Manpower Biscuits/ Existing
Feeding Position Manpower Proposed
Operations Biscuits per Output/ Mints. In No. of Remark
per - Utilization Manpower
Feeding Manpower Min. (In the Manpower
Mint. Nearest
per Mint. Nos.) Convey or
Reliever
Required
for the
worker
Chute
16 95 1520 15200 12539.8 82.499 10 working
Feeding
near
cooling
conveyor
pillar.
 Annexure – II
Recommendation is supported by Time Study Summary sheet details (as per the WS Norms)
The Recommended Manpower is applicable for a Single Shift of 8 Hrs. These TSS (Time Study Summary) developed through Videos of the
Activities with Manual Observation. An Adjustment of 5% Time Allowance is given Standard Time of every Operation. Decision on no. of
Reliever is flexible and its final decision is exclusively depending on Top Management discretion.

TIME STUDY SUMMERY SHEET DETAILS

Manpower with
Manpower
6.5 Hrs Working
Hrs Work
and relieve of
Packing Standard 8Hr relieve of
S. M/C- Type of Weight Video TSS 1.5hrs
Speed Section BPH Standard Size Time Packed
No. No. packing (gm) No. No.
Capacity (Sec) Box/Tray Stnd.
1 MP 8 MP 1 MP 8
Hr P with Hr P
Reliever R
P-
1 52 240 16 T 43200 600 Box wP 8ml 21 256 576.00 91.41 6.30 98.44
002
P-
2 54 8T 21600 704 Box wp 5ml 23 504.14 245.45 46.42 5.29 49.99
003
P-
3 54 8T 21600 600 Box Wp 15ml 24 344.45 288.00 67.93 4.24 73.16
010
P-
4 55 7D 6480 24 Box wP 750ml 34 47 2160.00 497.87 4.34 536.17
008
P-
5 36 12 D 12000 24 Tray 500gm 38 22.3 4000.00 1049.33 3.81 1130.04
009
6ml P-
6 53 150 10 T 27000 585 Box WT 46 302.59 369.23 77.33 4.77 83.28
Squr 013
P-
7 32 9D 7320 20 Tray 1000gm 115 28.48 2928.00 821.63 3.56 884.83
014
P-
8 51 101 9D 12120 70 Box WP 180 ml 116 112 1385.14 208.93 6.63 225.00
016
P-
9 44 111 10D 13320 56 Box 485 252 119 66.62 1902.86 351.25 5.42 378.26
015
P-
10 51 85 6 7,650 50 Tray 180ml 239 48.62 1224.00 481.28 2.54 518.31
017
P-
11 44 114 10 D 13680 46 Box 450ml 242 54.15 2379.13 432.13 5.51 465.37
018
P-
12 42 184 12 T 33120 416 Box 30ml 244 193.35 636.92 121.02 5.26 130.33
012
P-
13 43 170 12 T 30600 126 Tray 60ml 245 49.71 1942.86 470.73 4.13 506.94
011
650ml P-
14 41 97 10D 11640 32 Tray 246 37.14 2910.00 630.05 4.62 678.51
Beer 021
P-
15 36 138 12 D 16560 33 Box 500ml 206 247 33.41 4014.55 700.39 5.73 754.27
019
16 35 103 10 D 12360 60 Tray 100ml 162 249 P-20 33.55 1648.00 697.47 2.36 751.12
P-
17 32 108 10D 12960 32 Tray 400gm 252 22.17 3240.00 1055.48 3.07 1136.67
025
P-
18 43 170 12T 30600 228 Box 60ml 67 255 147.74 1073.68 158.39 6.78 170.57
024
P-
19 44 115 10D 13800 35 Tray 450ml 256 256 28.22 3154.29 829.20 3.80 892.98
023
P-
20 55 88 9D 10560 40 Box WS 375ml 250 65.94 2112.00 354.87 5.95 382.17
026
P-
21 33 20880 540 Box Wp 20ml 27 254 338.08 309.33 69.21 4.47 74.54
027
232 8+8T
P-
22 33 20880 692 Box WP 9ml 19.5 260 275.64 241.39 84.89 2.84 91.42
028
P-
23 34 103 8D 12960 60 Tray 180ml 140 258 31.89 1728.00 733.77 2.35 790.22
029
P-
24 31 61 9D 7320 20 Tray WS 750ml 514 259 40.79 2928.00 573.67 5.10 617.80
030
P-
25 55 88 8D 9381 40 Box WS 375ml 286 257 61.79 1876.20 378.70 4.95 407.83
031
P-
26 52 240 21600 600 Box Wp 8ml 22 261 211.79 288.00 110.49 2.61 118.99
032
8+8T
P-
27 52 224 20160 960 Box WT 5ml 14.5 240 578.17 168.00 40.47 4.15 43.59
022
P-
28 42 168 12T 30240 416 Box Wp 20ml 32 269 171.05 581.54 136.80 4.25 147.33
034
P-
29 43 172 12T 30960 104 Tray 46ml 53 270 50.43 2381.54 464.01 5.13 499.70
035
30 32 106 10D 12720 106 Box 200ml 140 272 P- 68.89 960.00 339.67 2.83 365.80
 —036
P-
31 53 150 10T 27000 560 Box Wp 12ml 25 273 251.18 385.71 93.16 4.14 100.33
037
P-
32 34 60 7D 10800 46 Tray 180ml 190 274 36.83 1878.26 635.35 2.96 684.22
038
P-
33 31 63 9D 7560 24 Tray 750ml 485 278 24.19 2520.00 967.34 2.61 1041.75
039
P-
34 53 148 10T 26640 143 Tray(Ex) 10ml 25 262 60.39 1490.35 387.48 3.85 417.29
040
35 44 106 12D 12720 48 Tray 456gm 270 288 50.16 2120.00 466.51 4.54 502.39
36 42 182 12T 32760 512 Box WP 10ml 88 292 218.81 511.88 106.94 4.79 115.17
P-
37 43 172 12T 30960 104 Tray 46ml 53 270 50.43 2381.54 464.01 5.13 499.70
035
38 32 118 10D 14160 24 Tray 25gm 82 295 14.23 4720.00 1644.41 2.87 1770.91
39 33 224 16T 40320 450 Box WP 25gm 29 296 200.94 716.80 116.45 6.16 125.41
40 51 114 10D 13680 63 Box WS 180ml 160 300 75.78 1737.14 308.79 5.63 332.54
41 34 70 7T 12600 53 Tray 180ml 157 301 31.04 1901.89 753.87 2.52 811.86
42 36 136 12T 16320 33 Box 500ml 200 302 31 3956.36 754.84 5.24 812.90
43 55 95 10D 11400 42 Tray 375ml 259 303 42.37 2171.43 552.28 3.93 594.76
44 53 150 10T 27000 896 Box WT 6ml 25 304 521.03 241.07 44.91 5.37 48.37
P-
45 43 178 12T 31860 312 Box WP 32ml 50 305 168.03 816.92 139.26 5.87 149.97
045
P-
46 35 110 9D 13200 24 Tray 200gm 154 306 15.17 4400.00 1542.52 2.85 1661.17
046
P-
47 31 60 8D 7940 18 Box 1000gm 308 29.78 3528.89 785.76 4.49 846.21
047
P-
48 32 68 7D 8160 24 Tray 200gm 310 18.71 2720.00 1250.67 2.17 1346.87
048
P-
49 55 95 10D 11160 40 Tray 375ml 312 48.39 2232.00 483.57 4.62 520.77
049
P-
50 42 182 12T 32760 452 Box WP 18ml 311 210.07 579.82 111.39 5.21 119.96
050
P-
51 31 71 9D 8520 45 Box (L,P) 300ml 367 40.26 1514.67 581.22 2.61 625.93
051
P-
52 33 188 8T 16920 252 Box WP 30ml 369 117.6 537.14 198.98 2.70 214.29
052
P-
53 36 81 8D 9720 32 Tray 650ml 370 28.55 2430.00 819.61 2.96 882.66
053
P-
54 54 248 8T 22320 620 Box WP 7ml 372 479.98 288.00 48.75 5.91 52.50
054
P-
55 54 248 8T 22320 580 Box WP 15ml 398 228.48 307.86 102.42 3.01 110.29
055
P-
56 34 73 7T 13140 59 Tray 200ml 406 35.64 1781.69 656.57 2.71 707.07
056
P-
57 53 150 10T 27000 715 Box WT 6ml 407 314.08 302.10 74.50 4.05 80.23
057
P-
58 33 165 14T 29700 250 Box WP 30ml 411 126.02 950.40 185.68 5.12 199.97
058
P-
59 35 108 9D 12960 55 Tray 180ml 412 30.6 1885.09 764.71 2.47 823.53
059
P-
60 43 160 12T 28800 258 Box WP 45ml 414 127.35 893.02 183.75 4.86 197.88
060

* WP – With Partisan, WT – With Tray Partisan, LP – Loose Packing

Recommendation
1. Pl. Make a Policy to Train and/or Orientation to the New Packers who will join in the Lines before Start the Work. The Orientation will be Do
and Don’ts in the Shop Floor and Work Instructions to Retain the Efficiency Level and reduce the Efficiency loss of the New Workers. Make a
policy of the % of new packers in the Lines with the Work Contractors (i.e. - not more than 20% new Manpower in a year in the Packing
areas).
2. Form SMT (Self Management Team) of the Workers of some Workstations to look after the mutual problems in time of Duty in shop floor. It
will help the Workers about the small adjustment of the Time without any interruption in Work.
 Annexure - III
KAIZEN SUGGESTION SHEET
Ideas will be collected on given sheet.

EMPLOYEE SUGGESTION/ PROBLEM FORM

Acknowledge No.: Date:
Name of Suggestor: Employee Code (If any):
If Contractor employee, Contractor name:
Department/ Section:
Problem Description:

Suggestion Idea:

Any External assistance Required:

Signature by Plant Authority

For Office Use Only
Acknowledge No. :- Date:-
Name of Suggestor :-
Implementation Team:
Signature of committee member :-
“Your suggestion is under evaluation. Will come back to you within 15 days.”

Suggestion Box

A suggestion box will be SUGGESTIONS

implemented in each and every
section in which idea/suggestions will
KAIZEN Evaluation Sheet
Implementation/ Action Plan

Action Proposed
S. Problem Identified Action to Action Target
by Maintenance Responsibility Dept. Status
No. Statement Causes be Taken Taken Date
Dept

Result Area P Q C D S M E
Kaizen Unit
Kaizen Idea: Logo
No.: Applicable Name:
Tick (√)
Kaizen Theme: Idea (Logical Correlation with Root Target:
Cause) :
Problem Status : Kaizen Start dt:
Pictures/ snapshot
Before: Kaizen Finish dt:
Team Members:

Analysis on R-C:
Results:

Any Analysis on Why - After:

Why analysis:
Problem Statement:
Why 1 :
Benefits (Tangible & Non-
Why 2 : Tangible):
Why 3 :
Why 4 :
Why 5:
Scope & Plan for Horizontal
Deployment:

Countermeasures (Engineering Solution):

 Annexure - IV
LINE 2 MARIE
Mauri feeringrtc
MyjagHng Macaw1Me Uhfattnfatelty EastingMapaw
fakingM/c Seeing

I
i

1 (KHOgn) 95 16 | 1520 | 253| 9 85

2(70i4gn) 95 16 1520 253 60 10K> 17
3 (7O-£4gn) 95 16 1520 253 17 60 KEO 17
BO I 17 | 1700 1 2&3 27 50 1350 23
5|sSf[15)fl50gn)
5 (15Cyn|
7|S5f[15>150gn)
|73 8|4<C05
 Annexure – V
PROCESS FLOW: SIPOC
Sr. Type of Opportunities Improvement
Department Input Process Output Customer
No. waste/gap of Defect Opportunity
Product
specifications,
Cost, Company
Guarantee (marketing) Initial offer is
Initial offer by
1 Marketing Technical sends initial Customer prepared
email
specifications, offer to manually
when its Customer
come from
customer
PO order
Marketing Confirmed PO No
Email/ tracking is
2 Customer team receives & Advance Marketing standardization
Courier maintained in
PO payment in excel
excel
1. Confirmed
PO
Service,
2. Email - Generation of For SO
Production,
Product Sales Order/ generation
Marketing Quality &
3 specifications, Sales Order Sales Order data is
(ENV) Finance,
payment Acceptance punched in
PPC (by
terms, (SOA) by PPC the tally
Email)
delivery,
Billing
address,
Shipping SO send to
Marketing address are
4 PPC SOA PPC
(CTG) punched in department
tally
Service,
Production, SOA is sent Should define
Quality & manually; it time line and
SOA send by
Finance, should punched in
5 Marketing Email PPC SOA Time wastage
PPC (by automatically tally. SOA
department
Email) - reflect in should be sent
Environment system automatically
dept
LC opening to
LC is opened Mis be dealt by
after communication finance only as SOP to be
consulting the between PPC it includes defined
Finance dept.
customer Finance & & Finance financial terms
6 Finance SOA receives SOA
PPC & condition
copy
Advance Advance
Automatic
payment status payment is
updating in
checked for reflected after a
tally
the customer day in a system
High chance
1. PO & SOA Preparation of Intend to be
that BOM is
2. Approval Preparation of BOM list to be approved
Final list of Purchase prepared faulty
7 PPC from Plant BOM by PPC standardized. online by
BOM dept as process in
head & dept. Is not mistake respective
not
Purchase proven authority
standardized
Process
should be
1. BOM copy Time wastage automated so
SLA to be
2. Verification Purchase & Over that Plant
8 Purchase Final PO Vendor redefined with
by Plant Head releases PO processing of Head &
vendors.
& Finance information Finance can
approve
online
9 PPC dept. PO copy & Manufacturing Confirmation Production
call from PPC clearance from dept.
dept. from Customer
 Marketing &
Customer
Payment
through LC -
Performa Performa No Performa
Order Email
Production invoice raised Invoice is invoice
10 completion Performa Customer Time wastage
dept. by PPC to made For advance
details Invoice
customer manually Performa
invoice is
required
Production
Production PO Copy &
11 offers Quality Inspection Quality dept.
dept IR report
for inspection
Receives
payment from
Inspection
Production customer &
12 Call/Email from 3rd Customer
dept customer is
party/customer
asked for
inspection
PPC checks
Finance &
13 PPC Call/Email the payment Payment status
PPC
status
Many times,
SOP to be
requisite
Dispatch team Goods defined for
14 Dispatch Order details Customer dispatch
dispatches FG dispatch dispatch
documents are
documents
not send
Dispatch team Data is not
checks order recorded
SOP to be
15 Customer Call delivery Updated status Dispatch whether order
defined
confirmation is delivered to
from vendor customer
 Annexure – VI
SAMPLE ROAD MAP OF THE IE AND LEAN STUDY

- PLANT IMPROVEMENT STUDY

ROAD MAP

Starting of Time Technical Intervention i n the Plant for Data Collection of

& Motion Study System & Process Improvement t h e Existing System
of t h e Plant
Train in j
Phase -
KAIZEN QUALITY TPM: Planned
5S
Formation of the Maintenance
IE Team
5S Teams KAIZEN Teams QC Teams
ttudv Phase - [ Traini
Equipment or Phase
tudv Phase- II KAIZEN Defects M/cOEE
5S Audits and Analysis of the
Suggestions for
Completion of Check List Selective Areas
Implementation
TM Study and
Starting of
5S Implementation KAIZEN Action Plan Implementation Trainin
Implementation QC - Pareto, CE,
f o r Implementation W-W Analysis of Basic Phase -
.tudv Phase -III
Methods of
Future Action Autonomous
Improvement Implementation: Maintenance
Ian by Internal IE 5S Sustain ability:
Assessment Process Kaizen
earn: Monitoring Monitoring MIS
Train ir
MIS
Sustaining of Phase -
Studv Phase - IV Improvement Resu It
Continuous and Sustain ability:
Improvement: Monitorin a MIS
Monitoring MIS
 Annexure – VII
Time Study sheet for Measuring the Standard Time from Workstation Observed Time
Sheet N o :

Floor Name: Ground Floor GROUP SIZE: O T s e c

LINE-1 OPERATION : CFC Filling
Shift -C
PRODUCT NAME: Bounce (41+41)gm DATE:
Polybag Capacity CFC Capacity: 70 PACKETS PER CFC
S.No. A B C D E F G H MACHINE PARAMETERS
OT OT OT OT OT OT OT OT
1 14.0 15.00 1 Baking Time- 3.20 Min.
2 10.0 15.00 2 IM/cno- ( 1 & 2 )
3 11.0 13.00 3 M/c Speed- 192 & 93 PPM
4 14.0 13.00 4 Standard Speed-
5 13.0 15.00 Manpower Operation/ Activity
6 14.0 14.00 M/c no-1
ONLINE PACKAGING M/C-(M/C SPEED-192
15.0
7 13.00 PACKETS PER MIN.)
8 15.0 14.00 M/c no-2 (M/C SPEED-93 PACKETS PER M I N . )

9 13.0 15.00 A CFC FILLING (DSCN 1162) (10 Packet )

10 14.0 14.00 B CFC FILLING (DSCN 1162) (10 Packet )
11 14.0 14.00 c
12 15.0 13.00 D

13 14.0 15.00 E
14 13.0 15.00
15 14.0 14.00
16 14.0 13.00
17 15.0 14.00
18 14.0 13.00
19 13.0 14.00
20 13.0 13.00
TOTAL 272.00 279.00
No. o f obsv 20.00 20.00
AVG 13.60 13.95
RATING 90.00 90.00
BASICTIME 12.24 12.56
FREQUENCY 7.00 7.00
ALLOWANCES 0.05 0.05
Other Adjustment 15.57 14.24
STAND. TIME 15.08 15.22
PN Per ST 3.98 3.94
CT Per Biscuits 1.88 1.90 STUDIED BY :
Remarks: CHECKED BY:
 Bibliography and sources:
1) Remaining Management; Putting Process at the center of Business Management, By Roger Tregear Forwarded by Micheal Rosemann
2) Managing Business Process Flows; Principals of Operation Management, By Ravi Anupindi, Sunil Chopra, Sudhakar D. Deshmukh, Jan A.
Van Mieghem, Eiten Zemel
3) Jump up Kalpakjian, Serope; Schmid, Steven (2006), Manufacturing engineering and technology (5th ed.), Prentice Hall,
p. 1192, ISBN 978-7-302-12535-8.
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original (PDF) on 13 August 2012. Retrieved 1 August 2012.
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Boris
6) Digital Transformation Monitor, Germany: Industrie 4.0, January 2017
7) https://en.wikipedia.org/wiki/Industry_4.0
8) White paper on Industry 4.0, Making your business more competitive, by CGI Expert, cgi.com or info@cgi.com
9) Dvorak, Paul. "Poka-Yoke Designs Make Assemblies Mistake-proof." Machine Design, 10 March 1998, 181–184.
10) Evans, James R., and William M. Lindsay. The Management and Control of Quality. South-Western Publishing, 2004.
11) Ghinato, Paulo. "Quality Control Methods: Towards Modern Approaches Through Well Established Principles." Total Quality Management 9,
no. 6 (August 1998).
12) Poka-yoke technique, methodology & design: Rajan kumar, R.K. Dwivedi , Ajay Verma
13) Foster, S. Thomas Jr. Ph.D. : “Designing and Initiating A Taguchi Experiment in a Services Setting” OM Review – Refereed: Volume 9, No. 3.
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Yark,2000.
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Courtesy;
1) Analysis of the Methods Time Measurement (MTM) Methodology through its Application in Manufacturing Companies; Denis L. M. de
Almeida1, João C. E. Ferreira1*
2) Works Study by International Labour Organization
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measurement/how-to-calculate-method-time-measurement-mtm)
4) Vorne, 1445 Industrial Dr., Itasca IL, 60143 USA, info@leanproduction.com, © 2011-2019, Vorne Industries Inc. All Rights Reserved
5) https://www.referenceforbusiness.com/management/Or-Pr/Poka-Yoke.html#ixzz6LWjn6syQ
6) https://www.wisdomjobs.com/e-university/production-and-operations-management-tutorial