TPM as organizational motivator by

P. Kaniappan Whole Time Director WABCO TVS WABCO-TVS ( INDIA ) LTD.

Company profile Plants Pl t & products d t Customers

ABOUT TVS
Established in 1911 Vehicle dealership and parts distribution Passenger Bus and Freight Service Early innovators in operations and maintenance TVS : Trust, Value, Service

TV Sundram Iyengar

History of TVS

WABCO-TVS (INDIA) LIMITED ( )

Sundaram Clayton Limited was established in 1962 as a joint venture with Clayton Dewandre UK ( Now WABCO Vehicle Control Systems)

The Brakes Division of Sundaram-Clayton Limited has now become a separate company WABCO-TVS (INDIA) Limited On 3rd Jun09 company, WABCO TVS Limited. Jun 09 WABCO raised its ownership position to 75% equity investment and balance to public

WABCO-TVS has three manufacturing sites (located at Chennai, Jamshedpur and Mahindra City)

over 40 years of service to the Indian automotive industry

WABCO-TVS PLANTS
Location map Ambattur (1058 employees)

Catering to the requirements

of Domestic market

Jamshedpur (108 employees)

Catering to the requirements of Tata Motors

Mahindra World City (170 employees)

Catering to the requirements of WABCO

Multi-plant operations

Ambattur plant Products

Complete system solution provider

Mahindra World City plant

Crankshaft Crankcase Brake chamber

Number of employees : 170

Vacuum pump body

Production from MWC plant commenced from Jan08

Jamshedpur plant

Sales from Jamshedpur plant commenced on Oct07

OEM - CUSTOMERS

Total E l T t l Employee Involvement I l t

Suggestions and QC participation Motivation Results TEI

Total employee involvement

Appreciation in company news letter for Best suggestion of the month Appreciation for more number of suggestions by WTD

Appreciation in the gate meeting by WTD for best QCC Published in company news letter. letter

Presentation by operators about JH activities in his cell

Presentation by team leader on JH activities in his cell

Appreciation to team leader by Miharasan for best JH activities in his cell

Appreciation to Operator by miharasan for Best JH activities in his cell.

Rambo QC circle won 1st prize in ACMA state level competition

Narmadha QC circle won par excellence award from QCFI regional level competition

Suggestion Participation %
100 100 80 80 100

CFT/SIT Participation %
100

Perce ntage

60

Perce ntage
'01-02 '02-03 '03-04 '04-05 '05-06 '06-07 '07-08 '08-09

60

40

40

20

20 '01-02 '02-03 '03-04 '04-05 '05-06 '06-07 '07-08 '08-09

QCC participation %
100 100 80

Percenta age

60

40

20 '01-02 '02-03 '03-04 '04-05 '05-06 '06-07 '07-08 '08-09

5S work P ti k Practices
See through layout & Visual factory Motivation Pre fixed locations shop floor 5 S Office area My Line / My Machine

5S work practices
See through Layout & Visual factory

Dedicated containers - easy for identification and trace ability

Pre fixed location Contd.

Pre fixed location Office area

My Area

Red Tag tree

Pre fixed location Inside the drawer

Fixed point photo

MY LINE
MY LINE CONCEPT Every cell / line owned by team leaders y

MY MACHINE
MY MACHINE CONCEPT Machines owned by operators

Competency D C t Development l t
Team leader An Example Operator - An Example Kaizen done by operator Motivation

Team leader competency development

Team leaders are the first level supervisors, above the operators. Their competency improvement is important to sustain the benefits of TPM.

Team leader competency development - Continued

Technical skills and soft skills training planned through external agencies Technical skills training on Hydraulics, Pneumatics, Drives have been planned through CVAT Pre test scores
T1 80 60 40 T9 20 0 T8 T7 T6 T5 T4
T8 T7 T6 T5

T10

T2 T3
T9

T10

T1 100 80 60 40 20 0

T2 T3

T4

Post test scores

Pneumatics Hydraulics Comparison of pre and post training evaluation scores of Hydraulics and Pneumatics training programme at CVAT
Additional competencies to take up next higher role Job rotation to Machine shop shop, Assembly shop, Maintenance, Quality assurance

150

Elemental Mapping
100 82 80 78 75
Time in secs

125

100

75

50 25

50
82 80 63 56 78

25

12

17

20

12

0
Opn 020 Face, Groove, Bore & Chamfer Opn 030 Face, Groove, Bore & Chamfer Opn060 Opn 080 Opn 050 Opn 040 Tap 4 Holes Drill & Tap Drill, Drill, 2 Holes Spotface, Spotface, Chamfer & Chamfer & Tap Tap Opn 090 Washing Air Cleaning Manual work

0
Opn No 020 Opn No 030 Manual work content

Methodology
Grasp the present status Elemental mapping Identify the NVA

Manual NVA

Elemental mapping

Machine NVA

Brainstorm and find out Manual work reduction kaizens

NVA reduction in the bottleneck machine

Fabricate and install the kaizens

Tooling improvements

Check for results and implement Standardize A P Tryout

Training and standardization

Implement

Check and measure

Company apprentice training process

Company apprentice is the future operator of the company Their competency improvement is focused to achieve zero defect, zero loss and zero scrap and waste

KAIZEN Done by Operator Kaizen Theme : Easy to Clean Machine :08 87 05 Kaizen Idea :Provide Localized guard Dept : Valve 2

Before
Difficult to Clean the Fixture

After
Easy to clean the Fixture

Benefits
Cleaning time is reduced from 5mins to 1mins
cleaning time
5
5

tim e in m in s

1
1

Coolant & burr splashes around the Fixture

Coolant & burr not splashes around the fixture

B efo re

A fter

KAIZEN Done by Operator Kaizen Theme : Easy to Clean Machine : 085819 Kaizen Idea :Provide Localized guard Dept : Valve 2

Before
Difficult to Clean the Fixture Coolant & burr splashes around the Fixture

After
Easy to clean the Fixture Coolant & burr splashes Avoided

Benefits
Cleaning time is reduced from 5 min to 1 min

Cleaning time
Time in mins n

6 4 2 0

Before

After

Appreciation for Operator

Appreciation for Operator

Appreciation by WTD in gate meeting Operator receives a prize for best kaizen activity in his cell

Appreciation for Operator

Best suggestion award winning operator , explains his suggestion detail in the monthly gate meeting

Model ll ti iti M d l cell activities

JH Step 0 , 1 , 2 & 3 Model cell Results

Step 0 -Awareness Program

To start Jishu Hozen an awareness program was conducted in classroom for all circle members to explain, The need of Jishu hozen activity cleaning,lubrication and inspection to establish the Basic condition of the Machines. The safety points to be followed in connection with initial cleaning.

Machine through cleaning by operators

STEP 1 - Initial Cleaning and Abnormality findings

RED FUGAI

Fugai tags per Employee

75 70 65 60 55 50 45 40 35 30 25 20 15 10 5 0 71 60 58 51 35 36 28 37 35 32 28 32 26 25 24 26 9 59

WHITE FUGAI CUM. CUM FUGAI

Nos of Fug s gai

R aj ku m ar

ba bu

R aj ku m ar

Sa th ya ra j

R aj en d

ra n

N ar es h

Employees

A nt ho ny

ra j

Kaizen Theme : Source of Contamination Kaizen Idea : Multiple Filtration

Before
Coolant Tank Contaminated with Burr / Chips

After
Provide Multiple Filtration Coolant tank

Benefits
Coolant tank contamination Eliminated. Cleaning time of 30 mins / shift eliminated Conveyor motor power saving Rs. 1200 / month. Coolant Consumption reduced by 10 Lts/ Month

Scope for Horizontal Deployment : 47 Coolant Tank Contamination with Burr Multiple Coolant Filtration Completed : 6

Kaizen Theme : Wet to dry

Before After

Kaizen Idea : Localised Cover

Benefits
1. Reduce cleaning time from 15 minutes to 2 Minutes 2. 2 No spillage of burr and coolant on the floor 3. Better house keeping

Coolant splash during machining on the floor

Provided localised cover to avoid coolant splash during machining

Scope for Horizontal Deployment : SPM machines wherever manual door is there Coolant Spillage Localised Cover

Step 3 - CLIA Check Sheet

C Cleaning / L Lubrication / I Inspection / A Adjustment g p j

OLE trend
100

IN PERCE ENTAGE

35%
87 85 82 78

90

80
72

70

60
06-07 07-08 08-09 09 Q1 09 Q2

8000

Process rejections
5702 5300

6000

4000
2696

96%
800 250

2000

0
05-06 06-07 07-08 08-09 09 Q1 09 Q2

Awards & Recognitions

AWARDS AND RECOGNITIONS

1998
Deming Application Prize First Indian company to win the coveted Deming prize

2002

Japan Quality Medal First Indian company and Second company outside Japan to win the Japan Quality Medal

2002

ACMA award for technology

2003

ACMA Gold trophy for Manufacturing excellence

AWARDS AND RECOGNITIONS

2004
Tata Cummins certificate for Commendable efforts in Value Engineering and Cost Reduction

2005

Frost & Sullivan, India manufacturing excellence Overall Gold award

2006

Eicher Motors certificate for Value Engineering Support, Vendor Managed Inventory and State-of-the-art Design and Testing Facilities

2007

Tata Cummins certificate for Excellent Support in New Product Introduction and Best Cost Reduction

AWARDS AND RECOGNITIONS

2007
Frost & Sullivan, India manufacturing excellence Super Platinum award

2007

JIPM TPM Category 1 award

2008

TATA Motors certified for Co s ste t y a ta g eo over three years Consistently maintaining Zero PPM o e t ee yea s

2008

VOLVO Eicher Commercial Vehicles Vendor Meet 2008 Best Quality Vendor

AWARDS AND RECOGNITIONS

2008 TATA Motors Vendor Meet 2008 Excellence in Quality

2008

TATA Motors Vendor Meet 2008 Recognition of enduring relationship

2009

ACMA Gold Trophy for Manufacturing Excellence

AWARDS AND RECOGNITIONS

2007
Frost & Sullivan, India manufacturing excellence Super Platinum award

2007

JIPM TPM Category 1 award

2008

TATA M t Motors certified f tifi d for Consistently maintaining Zero PPM over three years

2004: TATA Cummins certificate for Commendable efforts in Value Engineering and Cost Reduction

2006: Eicher Motors certificate for Value Engineering Support,

Vendor Managed Inventory and State-of-the-Art Design and State of the Art Testing Facilities

2008: TATA Motors, Jamshedpur : Award for Excellent Quality Zero PPM for 3 successive years 2008: Eicher Motors Award for Best Overall Performance

Over the past several years, the management and workforce at the WABCO-TVS factory in Chennai have y p production successfully implemented lean p methods while demonstrating the necessary leadership behavior to become as good as any manufacturing operation outside of Toyota City said City Dr. Womack. The factory team in Chennai has done a brilliant job of gathering lean knowledge and then incorporating it into their manufacturing system from policy deployment to logistics, making an impressive achievement.

James P. Womack, Chairman and Founder, Lean Enterprise Institute - 2008