Impressions 2020

Name: Deepika Meena

Project Guide: Jose George
Project Buddy: Sriram Srikantan
 PROJECT 1
EMPOWERMENT ROADMAP FOR SMT ASSOCIATES
FOR CEAT CHENNAI PLANT

PAGE 2
Executive Summary
PROJECT TITLE: Empowerment Roadmap for SMT Associates for CEAT Chennai Plant
OBJECTIVE: To share information, rewards and authority with the employees so that they can make decisions to solve the
problems and improve service and performance

APPROACH:
Explore Draw
Reason for Understand the Alternatives and Detail the Implementation Standardize and
Improvement requirements Select solution Plan Future Plan

DATA COLLECTION: Primary and Secondary Research, Likert scale based survey, Telephonic Interview

ANALYSIS: a) Constructed Voice of Business, Voice of Associates to build up parameters for Leadership Let Go
b) SMT Readiness Survey to suggest System requirements for implementation

DELIVERABLES ACHIEVED: KEY FINDINGS:

Empowerment Playbook consisting of :-
1. Empowerment roadmap
2. Recommendation on system requirements for implementation
3. Maturity levels and assessment procedure for the same
• Employees have a positive outlook towards SMT
• High employee willingness to multitask and learn
new skills.
• Current practices doesn’t provide 360 degree
empowerment to employees
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RESEARCH & DATA
ANALYSIS

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 Self Managed Teams
SMTs are small groups of people empowered to manage themselves and the work they do on a day-to-day basis. Typically,
members of self managed teams not only handle their job responsibilities but also plan and schedule their work, make
production-related decisions, take action to solve problems, and share leadership responsibilities.

• Greater employee responsibility and

accountability

• Greater sense of accomplishment and

satisfaction
• Greater freedom for team innovation
• More effective use of members’ skills
• Greater empowerment
• Increased productivity and service quality

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What is Empowerment and why is it needed?

Employee empowerment is a management strategy that aims to give employees the tools and resources necessary to
make confident decisions in the workplace without supervision.

• Boosts Confidence and Morale

ENCOURAGE
• Increases Productivity

EMPLOYEE
• Increases Job satisfaction
ENHANCE EMPOWER- ENGAGE
MENT • Increases Employee Engagement

• Drives Growth
ENABLE
• Promotes Innovation
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 Who all need to be empowered?
MANAGERS
A manager that has the habit of
directing the team (top-down) and not
sharing the big picture or consulting
with its employees, is not ready (yet!)
to be the enabler and supporter of a
self-managed team.
EMPLOYEES
Employees who are used to being
told what to do, what their KPIs are,
and whether they are doing well or
need to improve, they may lack
the energy to initiate, think and
appreciate their own work.
SYSTEM
No team-member is disengaged on
purpose, and no manager is over-
controlling on purpose, both the manager
and the team are victims of a system that
educated them, and they both could
benefit from a change.
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SHIFT OPERATIONS

85
FEMALES

Three shifts
DIPLOMA
of 8 hour
ENGINEERS
each
Each
303 SAM (Shift
Routine
Assembly
Filling Production
Meet)
Checklists - meeting
10 min Shift
Stretching Exercise
ASSOCIATES Breaks
CLIT, Safety,–Process,
Tea, Meals, Supper
Error-proofing
includes
TRAINING ALL
OF 105 BRANCHES
DAYS EXCEPT CS
.
REGIONAL
DIVERSITY

PAGE 8
EXISITING EMPOWERMENT TOOLS IN PIPELINE

• Open House • Canteen

• Bol Bindaas • Transport
• Pulse Manager • Sports HVAT
• Women
STAR
Caps
Communication Representation
Forums in Committees
SMT
Score
Card
Reward and
Performance
Recognition
Evaluation
Schemes

• Kudos
• Annual Appraisal
• Kaizen
• Mid year skill
• Quality Circle
assessment test
SMT Implementation

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 VOICE OF ASSOCIATES

REPRESENTATIVES ROTATION

NO. OF TOTAL 2
ASSOCIATES 6 FEMALES

PERFORMANCE REVIEWS
REGIONAL
EXPERIENCED DIVERSITY -
+ FRESHERS TN, UK, KL, DIVERSITY
OR, KR VOICE OF
ASSOCIATES INFORMATION SHARING
MODE OF DATA TELEPHONIC
COLLECTION VERBAL INTERVIEW

APPRECIATION

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 VOICE OF BUSINESS
No. of Respondents : 15 SURVEY QUESTIONNAIRE
Question Score
Managerial Activities 56.92
It had 5-point likert scale. Each response had different scores attached to it. On a scale of 1 to 5 with 5 being Decision Making 70.77
the highest, how willing are you
Strongly Agree (SA) – 5 | Agree (A) – 4 |Neutral (N) – 3 | Disagree (D) – 2 | to let go of the following Conflict Resolution among Associates 64.62
Strongly Disagree (SD) – 1 activities of your job role? Daily Target planning 78.46
Operational activities 83.08
List of activities for Leadership Let go Reduce burden and save your time 89.23
Help you focus on other important work 95.38
} Operational and daily repetitive activities to be given up Help Associates develop leadership skills 96.92
first Reduce your involvement on shop floor 63.08
Do you think that delegation of a
 Decision making to be also a part of Phase 1 of let go part of your activities will help Diversify an associates' job role 75.38
Associates and SMT Over burden associates 50.77
} Managerial activities to be taken up at their team level implementation?
Reduce performance of associates 38.46
Reduce your control over shop floor 32.31
} E.g. DWM activities, Scrap reduction, Self management
Make managers spend more time on training
Impact of SMT implementation associates for new roles
84.62
 Initial training to associates will be an added responsibility
SUBJECTIVE QUESTIONS
 Overall save time of managers in the long run What activities of your job role fall under Strategic activities?
 Diversify and shape associates’ job roles What activities of your job role fall under Operational activities?
 Empower associate with more responsibilities with absenteeism What activities of your job role fall under Managerial activities?
of a boss but presence of a facilitator/coach List the activities of your daily work that you find repetitive in
 Develop leadership skills among associates nature?
 Might burden associates but would enhance productivity List the activities which you want to let go to Associates, post SMT
implementation PAGE
Leadership Let go

List of activities for Leadership Let go

} Operational and daily repetitive activities to be given up first
 Decision making to be also a part of Phase 1 of let go
VOB VOA } Managerial activities to be taken up at their team level
 Managers to help in training STAR Caps for facilitating additional
activities in the associates daily schedule
 Activities to be taken up
 PHASE 1
 DWM Activities
- Operational activities - Involvement in
- DWM activities  Production planning
decision making
- Scrap Reduction - Multiskilling  Scrap Budget Adherence and Reduction
- Team and self - More autonomy and  Domain specific daily operational activities
management flexibility
- Inventory management  STAR Caps specific activities
- Guidance not Supervision  Process compliance
 Cross functional skills ( T shaped skills )
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 SMT Readiness
SURVEY QUESTIONNAIRE No. of Respondents: 64
Statement Score (%)
I feel encouraged to come up with new and better ways of doing things 87.23
It had 5-point Likert scale. Each response had different scores attached to it.
Given a chance to learn multitasking, I will surely avail the opportunity & learn. 88.94
I am satisfied with overall pay and benefits package 68.51 Strongly Agree (SA) – 5 | Agree (A) – 4 |Neutral (N) – 3 | Disagree (D) – 2 |
I am encouraged to solve problems brought to me by my colleagues 85.53 Strongly Disagree (SD) – 1
I am comfortable taking an additional responsibility for my team 88.94 65% - 75% - Indicates needs to be looked at, immediate attention
I have the materials and equipment I need to do my work right. 68.51
My manager treats me with respect 85.53
75% - 85% - Indicates favorable readiness, can be further improved
I am satisfied with the recognition that I receive from my superiors for doing a Greater than 85% - Indicates overall readiness
good job 87.23
Management believes that Associates can and should make the majority of Key Drivers for SMT Implementation
decisions that affect how they do their work. 68.51
My manager, or someone at work, seems to care about me as a person. 85.53 } Nature of work leads to team based approach.
The nature of the work in our plant lends itself to a team based approach rather
than to individual effort 87.23  Employees are motivated to come up with new ideas.
It is possible to organize work so that teams of employees can take responsibility
for entire jobs. 79.15  Positive outlook towards SMT
Generally employees would be interested or willing to organize into teams. 85.53
My colleagues would agree to a change in work rules and job classifications to } Willingness to learn multiple skills and multi task
have more flexibility and autonomy. 87.23
I take pride in working for CEAT for the quality of our brand & Products 79.15 } Responsibility for entire jobs can be taken by
The physical design of our workplace lends itself to working in teams. 89.36 teams by organizing work.
I am satisfied with my company as a good place to work 87.23
We have frequent training programs to enhance our skills & gain knowledge. 79.15 Concern Areas for Implementation
My company supports my efforts to balance my work life & personal life 89.36
Our organization has systems that provide timely information to front-line } Lack of visible initiatives in the past e.g. empowerment.
employees. 81.70
Employees can suggest and implement improvements to their work without going  Lack of activities that involve decision making.
through several levels of approval. 79.15
I believe that positive changes will happen as a result of SMT implementation. 89.36  Dissatisfaction with pay & benefits package.
 Lack of systems that provide timely information. PAGE
EMPOWERMENT ROADMAP

Microsoft Word
Document

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Empowerment Pillars

Resources Resources: Includes financial, information, tools and

Tool equipments.
People
Budget Coaching: Managers must act as mentors in their organizations.
Information Coaching Alignment: Alignment of organization goals with the strategy
Sharing Feedback (Integration) goals formulated by management should be
Availability Mentoring
Specific, Measurable, Achievable and Realistic and should have
Pillars of the Time limit to be achieved.
Employee
Information: Employees should get the necessary information
Empowerment
in good time to make thoughtful decisions. Information should
Alignment Climate be readily available and quickly transmitted to all concerned
Trust and
Clarify employees.
Respect
Goals
Partnership
Climate: high degree of trust among the employees should be
Training
Appropriate highly encouraged and maintained.
Training
Timely access Training of employees: in order to develop the knowledge and
to training
skills employees.

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 Empowerment in a nutshell

7 BIG IDEA S
HAVE A N O N G O I N G D IA LO G U E T-SHAPE: CURRENT SKILLS LEVERAGE INTRINSIC MOTIVATION
Having an ongoing dialogue with employees about work BREADTH = BASIC KNOWLEDGE Understand the value each person sees in their job and
and life in general will mitigate the discomfort. Don’t wait Facilitation connect their work to these values.
Communica Emotional Conflict
&
until the yearly APR. tion Skills Intelligence Management
Negotiation INTRIN SIC E XTRIN SIC
Before leaders can have tough conversations Intrinsic motivation is when a Extrinsic motivation occurs
behavior is personally rewarding when we’re motivated to do
and lead their teams through change, they must Technical to someone, such that no something in order to earn
Skills
I N FO R M AL

EXPERTISE
external reward is necessary a reward, or avoid negative
build a foundation of trust and awareness of the

DEPTH =
– like taking on a project consequences – such as taking
unique needs and goals of each team member. Machine because you connect with the on a work project in hope of
Maintenance values or believe in its mission. receiving a raise or award.

SE MI-F O R MA L Domain
1 / EMPATHY & Knowledge

DIVERSE PERSPECTIVES
KAIZEN T: FUTURE SKILLS
F O R MA L Quality
2 / BUILDING Assurance
(Shadow in
Data
Analysis DEFINE FENCES
RELATIONSHPS Team) (Take a Class)

Production
Planning
3 / ROLE & SKILL
DEVELOPMENT Six
Sigma

ZONE O F PRODUCTIVE (O nline

course)
4 / FEEDBACK & D I S CO M FO RT (ZPD) CULTIVATING C URI OS ITY REGULARLY PRAISE EMPLOYEES
COACHING The goal with change is to keep people In conversations with others, assume they’ll have a
comfortable enough different perspective, and be an active listener.
that they are engaged in the work and productive. If there is Focus on understanding where they’re coming For optimal performance,
5 / TEAM COHESIVENESS no discomfort, that may indicate that the team is stagnating in from, not fixing or judging. give people 5.6 pieces of praise
a status quo condition and may not be evolving to meet future for every 1 criticism.
6 / DEFINING needs. If there is too much change, it creates a feeling of chaos Harvard Business Review, Ideal Praise to Criticism Ratio

and anxiety, which impacts people’s ability to do their work.

BOUNDARIES > Praise the individual (apart from “team”).
> Be specific; provide examples.
7 / LEADING > Be timely (i.e., right after a great meeting).
> Think small. It can be a regular part of their job.
THROUGH CHANGE STATUS Q U O RATE O F C H A N G E C H AO S > Consider public vs. private praise. PAGE
 SKILL PROGRESSION

It is important to
identify each i-Shaped T-Shaped Pi-Shaped M-Shaped
employee and work Professionals Professionals Professionals Professionals
upon their skill
progression.

Depth of Knowledge
Working upon
converting
- “I” shaped associates
to “T” shaped

- “T” shaped Deep knowledge Single field Broad base with Deep knowledge
managers to “Pi” of a single field knowledge with an two expertise of multiple fields
shaped ability to collaborate areas with a holistic
across disciplines view across
- “Pi” shaped leaders disciplines
to “M” shaped

Breadth of Knowledge
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How do we move “I”s to “T”s?

T-SHAPE: CURRENT SKILLS KAIZEN T: FUTURE SKILLS

Have employees fill out the T-shaped model Have employees fill out the “Kaizen T”
of their skills and evaluate against their model of how they want to grow for a
current role. Consider shifting projects to future role, and note what actions can
play to strengths and challenge them to be taken to get there. Have ongoing
develop new skills. conversations with employees about
how they’re growing their skills.
BREADTH = BASIC KNOWLEDGE

Communication Emotional Conflict Facilitation & Quality

Skills Intelligence Management Negotiation Assurance Data Analysis
(Shadow in (Take a Class)
Team)

Technical

DEPTH = EXPERTISE
Skills
Production
Planning

Machine
Maintenance

Six
Domain Sigma
Knowledge (Online
course)

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Empowering through Questions

Apart from the famous Gallup 12 questions which can be used

during periodic reviews, there are five questions a managers
should ask each of their associates:

1. What Achievement (if any) are you most proud of since our

last meeting?
2. What Experiment (if any) did you conduct since our last
meeting?
3. What Initiative (if any) did you have since our last meeting?
4. Any Observation you’d like to share about our project or
workplace?
5. Any Understanding you’d like to share about our project or
workplace?

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RECOMMENDATIONS

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 OTHER RECOMMENDATIONS
a) Immediate Implementation

TEAM INFORMATION REWARDS AND FEEDBACK PERFORMANCE REPRESENTATIV

COHESIVENESS ACCESSIBILITY RECOGNITION EVALUATION E SELECTION
- Addition of - “Appreciate your - Sharing the - Knowledge
- Team Identity in Along with
SOPs, Career colleague” outcomes of Assessment Test
form of Team nomination,
Progression program feedback surveys Frequency : Every
name, logo, tag collecting
line Documents, Score - Increasing 6 months
Cards to online feedback
- Putting pictures frequency of Mode of Exam: regarding the
- Participation in Portal feedback
team events of Star performers Written values they look
- Cultural and award collection for in their STAR
Committee - Empowerment
winners on the Matrix CAPS and
formation for notice board or representatives.
competitions and entry galleries
events updates

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b) Future Recommendations

Competitions and Performance

Online Portal Others
Events Evaluation

• Addition of Events and • Intra and Inter • Quarterly Performance • Alumni portal
Competition updates department Reviews • Staying connected
• Sharing success stories competitions • Online Knowledge with ex employees
of exceptional • CEAT Star League Assessment Test (KAT) • Chat bot based periodic
employees • Conducting theme • Result and evaluation employee engagement
• Winning projects of months report at the end of feedback
previous QCs • Quality month the test
• Implementation status • Safety month
of suggestions proposed
by associates
• Training modules
• E-learning courses

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PROJECT 2
APP BASED TRACKER FOR HANDLING FIFO
MATERIAL MOVEMENT AND CONSUMPTION

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EXECUTIVE SUMMARY
PROJECT TITLE: App Based Tracker for Handling FIFO Material Movement and Consumption APP DESIGN:
OBJECTIVE: Maintain & track FIFO material movement and consumption to reduce losses due
to over aging
APPROACH: Design Thinking Approach

Empathize Define Ideate Prototype Test

PILOT Stage: BU4 - Curing and Final Finish

KEY OBSERVATIONS: DELIVERABLES ACHIEVED: App Prototype

 Current practices suitable for low volume Product Requirement Document
production
 Manual Logging and Traceability of materials APP FEATURES :
 No tracking of Material Handling Equipment  Auto generated FIFO sequence
from one BU to other  Inventory Ageing Status
 Kanban Boards use  Real time Shift status tracking
 Delayed access to data  Raw data access
 Constraint : Ageing Limits  Disposition Report

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RESEARCH & DATA
ANALYSIS

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Manufacturing – Business Units

Four Business Units (BUs) covering end to end tyre manufacturing

BU 1 - Mixing & BU 2 - Stock BU 3 - Tyre BU 4 - Curing &

Calendaring Preparation Building Final Finish
• Compound • Components • Assembly of • Shaping &
preparation preparation components - vulcanization of
• Preparation of steel • Extrusion, Cutting, preparation of tyres
& fabric calendar Bead winding & green tyre • Inspection – visual,
rolls apex uniformity &
balancing and X-ray

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 APP PROCESS FLOW

STORAGE SCAN
GTs are
No Store to Trolley Transfer Trolley
Produced Barcode Check for
BU3 on TBM pasted Defects
Defects Found
to GTS area

Yes

Yes Yes
Transfer to Check Transferred
Defects Found
BU3 NCMR area for defects to Painting Area
Defects Found
Pickup Trolley
for Curing No

No GT PAINTING

Check
for defects Transferred to
No
Transfer each tyre Painted GT Area Yes
to Curing press Open trolley No
Trolley Painted Marked Open
painted
BU4
Yes

VISUAL INSPECTION
CTs produced No
Visually Inspect
Defects Found Transfer to FGS Area
each tyre

Yes
DISPOSITION
Transfer to
CURING Mark Disposition Status
BU4 NCMR area
 APP Features
FIFO Tracking Inventory Ageing Reports

Autogenerated Pickup
Movement of WIP material Green Tyre Storage Current Shift Status
Sequence
Mandatory step in the process
Consumption of material Painted GT Storage Production Status
flow

PICKUP SCAN MHE movement STORAGE SCAN Ageing

Defectives and Disposition

Raw data dump

OTHER FEATURES USEFUL LINKS APP LOGO

 Selfie enabled login for Associates  The different colours
 Warning triggers App Prototype represent different
 Stage wise summary for associates stages of ageing
 Open orders to be passed on b/w shifts Product  Ageing starting from
 Date range for reports Requirement Microsoft Word Green and Expiring at
 Reports export to official email ID Document (PRD) Document
Red
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GTS Area

ZONE Criteria for GT In terms of GT’s age

Green <33% of time of ageing limit Age < 24 hours
Yellow b/w 33% to 66% 24 hours < Age < 48 hours
Orange b/w 66% to 99% 48 hours < Age < 72 hours
Red >100% Age > Ageing limit PAGE
 LOGIC
GT TROLLEY AGE LOGIC
Maximum ageing of 3 Total no. of Tyres in
Trolley No. Green Tyre ID Date of Production Trolley’s D.O.P. days the trolley

101 3000097742 15-02-2020 14:39 15-02-2020 14:39 18-02-2020 14:39 4

  3000097743 15-02-2020 14:40      

  3000097744 15-02-2020 14:41      

  3000097745 15-02-2020 14:44      

PICKUP LOGIC Traceability

Trolley ID Trolley D.O.P. Tyre Qty Location Order of Pickup - Mapping of 10 digit unique tyre Id at various stages
to SKU, Trolley, TBM, Curing press, Mould, Defect
101 15-02-2020 14:39 12 A1 1st
codes (if any), Disposition status ( if applicable)
102 15-02-2020 15:10 16 B1 3rd
- User ID gets mapped to all the activities in his/her
201 15-02-2020 15:00 20 D2 2nd
active session on app or shift timings ( whichever is
earlier )

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REPORTS

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REPORTS

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BU4 : Stage 1 – GT Painting

Generate new Order  Enter SKU and Target  Start pickup as per list

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BU4 : Stage 2 - Curing

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BU4 : Stage 3 – Visual Inspection

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BU4 : Stage 4 - Disposition

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IMPACT CREATED AND
RECOMMENDATIONS

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Impact that can be Created Future Recommendations

Reduction in over ageing of materials • Scaling up to other BUs

• Application in other areas such as RMS

Cost savings due to reduced scrap

• Conduct Audits
• Filling checklists
Avoid Inventory mismatch issues

• Inventory management and tracking

Shop floor productivity increases • Track Shop floor productivity
- due to reduced manual data entry
E.g. more tyres can be inspected per shift
• Automated Daily Production Scheduler
• DWM activities
Report accessibility to managers to facilitate
planning and quality related decisions

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MY LEARNINGS

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PAGE 39
My Learnings

- Servant Leadership empowers

both Green and Teal organisations
- Iterative approach to design

- Working from home (zone of

productive discomfort)
- Adaptivity is the key

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OPEN FOR QUESTIONS AND FEEDBACK

THANK YOU

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