1

Impressive Results Anand T1 & T2

2010~2013

17-07-2013

2

ANAND CORPORATE ORGANISATION

VSME

*VLFM Opportunity “A” : 54 VLFM Opportunity “B” : 5

CS Patel

Sahastra SME Institute

(SSI)

S Rathnam(President)

Team (2)

VSME

Rajesh Kakkar(Sr. Director)

Team (7)

PK Srivastava

(Member - Anand Supervisory Board)

(Group President-Excellence in Manufacturing)

17-07-2013

3

COMPANY ORGANISATION VSME

Full Time Resources Nos.

Sr. Mgr/ Mgrs - Plant 35

Mgrs/ A. Mgrs - VSME 11

Full-time Engineers 42

17-07-2013

Ten Plants

4

COMPANY REVIEW SCHEDULEFrequency

• Annual Graduation Convention

Chairman Mr. Deep C

Anand

Chairman Mr. Deep C

Anand

ANAND REVIEW SCHEDULE

17-07-2013

Top Leadership Commitment

5

Journey - The Snow Ball

Y2010-T2-23T1-5

Y2014- T2-235T1-23 Sk

ill

Breakthrough

thinking

Small m to BIG M

Y2013- T2-180T1-18

Journey - The Snow Ball

17-07-2013

6

T1 Improvements Glimpse

Business Growth (Rs.Bil)

EfficiencyCOPQ (Rs.Mil)

23%27%

37%

17-07-2013

7

T2 Improvements Glimpse (VSME)Business Growth (Rs.Bil)

Direct On Line Parts Quality PPM

8X

2X

2X

17-07-2013

8

T1 Transformation

Space Created for New line

Element line

Manual Seaming

WIP-35000 inserts

Machines Shifted

Project Objective:1.Space creation for new roll type line-business worth 110.0 mil per annumProcess :1.Combining element lines with seaming lines . (T1 & T2)

2.WIP reduction from 35000 nos. to 4000 nos

3.Space creation of 690 Sq.mt

4.Reduce turnaround lead time from 5 to 1 day

5.Manpower reduction of 12 nos from coil line

Element lineManual Seaming

Before

After

Material Movement-100ft

Tier-1

Tier-2

Online -singleTier

Mahle Parwanoo

17-07-2013

9

Project : To reduce WIP between

paint booth and GRC packing

line from 20 to 5 trolley

Process:1. Planning as per Heijunka for

Painting and Bush/Pack online

2. Balancing cycle Times across operations

3. Reducing WIP of 4500 shox between paint shop and packing Line

4. Space Saving of 150 Sq ft

5. Lead time reduced from 5 to 1 days

Before

After

T1 TransformationGabriel Parwanoo

17-07-2013

10

Project : To create Space for New 2 wheeler Line inside Factory

–additional business of Rs 240 Million

Process:1. Made V-Map of the current

state

2. Re-layout of Welding cell, outer shell Machining center.

3. Space saving of 50 sq. mtrs

4. Additional business of Rs 240 mil started

50 sq. mtrs space created

Gabriel Parwanoo

T1 Transformation

17-07-2013

11

Combining

Coating

Screen Printing

Blank

Reblank

Closing

HydFlatt

RMS

Combining

CoatingScreen Printing

Blank

Reblank

Closing HydFlatt

RM

S

Project :Space created for Multi layered steel gaskets mfg cell-

144 Sq Mtrs.

Potential sale – Rs 30 Mil/ annum

Process:1. Drawn V-Map

2. Relocated coating area

3. Reduced travel distance by 150 mtrs

4. Created a space of 144 sq. mtrs

Before

After

Space created-144 sq. mtrs

Victor Pune

T1 Transformation

17-07-2013

12

Before

Project : Additional Revenue

Generation with Same Space

Lines 2011 2013 Additional Sales

Capacity

Condenser Assy Line

2 3

135 MilCondenser

Core builder2 3

Radiator Auto Core builder

2 3 84 Mil

CAC Auto Core builder

0 1 60 mil

HVAC Lines 8 11 40 mil

Total 14 21 319 mil

SHIPMENT STORE

NOCOLOK LINE 1

EP1 REW ORK

Fo

lde

d

Tu

be

Mil

l

Unloading

Bays

Loading

Bays

NOCOLOK LINE 2

AFTERMARKETAREA

Packing Area

EVAP ASSYLINE

‘

SHIPMENT

STORE

SHIPMENT

STORE -

ET-V

VISCO CLUTCH

INCOMING STORE

EP2

QUARANTINE - AG

QUARANTINE -EC

REW ORK

KAIZEN CORNER

KAIZEN CORNER

CONTROLPANEL

TM

L V

IST

A

HV

AC

TM

L I

ND

ICA

HV

AC

Lo

gan

HV

AC

M&

M S

CO

RP

IO

HV

AC

GM

&

MA

N H

VA

C

VW

HV

AC

INCOMING QU ALITY INSPECTION

QU ALITY & LOGISTIC OFFICE AREA

PLANT BOARD

NOISE CHAMBER

EVAPMFG

Supermarket AH

EVAP CORE Builder

HEATERMFG

CONDMFG

COND MFG

Office

Prodn Office

CRIMPING DIE STOR AGE

SUPERMARKET

EP

EC 2EC 1

EC supermark

et

EC 3

Tooling area

Main. Stores

Cond. CB 3

Fre

e S

paceMat

erial

MPV

Heater

Blower cell

INCOMING STORES WITH SECTIONING

SHIPMENT STORE

NOCOLOK LINE 1

EP1 REW ORK

Fo

lde

d

Tu

be

Mil

l

Unloading

Bays

Loading

Bays

NOCOLOK LINE 2

AFTERMARKETAREA

Packing Area

EVAP ASSYLINE

‘

SHIPMENT

STORE

SHIPMENT

STORE -

ET-V

VISCO CLUTCH

INCOMING STORE

EP2

QUARANTINE - AG

QUARANTINE -EC

REW ORK

KAIZEN CORNER

KAIZEN CORNER

CONTROLPANEL

TM

L V

IST

A

HV

AC

TM

L I

ND

ICA

HV

AC

TM

L V

IST

A

HV

AC

TM

L I

ND

ICA

HV

AC

Lo

gan

HV

AC

Lo

gan

HV

AC

M&

M S

CO

RP

IO

HV

AC

M&

M S

CO

RP

IO

HV

AC

GM

&

MA

N H

VA

C

VW

HV

AC

VW

HV

AC

INCOMING QU ALITY INSPECTION

QU ALITY & LOGISTIC OFFICE AREA

PLANT BOARD

NOISE CHAMBER

EVAPMFG

Supermarket AH

EVAP CORE Builder

HEATERMFG

Supermarket AH

EVAP CORE Builder

Supermarket AH

EVAP CORE Builder

HEATERMFG

CONDMFG

COND MFG

Office

Prodn Office

CRIMPING DIE STOR AGE

SUPERMARKET

EP

SUPERMARKET

EP

EC 2EC 1

EC supermark

et

EC 3

Tooling area

Main. Stores

Cond. CB 3

Fre

e S

pace

Fre

e S

paceMat

erial

MPV

Heater

Blower cell

MPV

Heater

Blower cell

INCOMING STORES WITH SECTIONING

Space CreationFor additional Business

After

Behr Pune

T1 Transformation

17-07-2013

13

Project Objectives:1. Reduce Raw Material inventory

from Rs. 70 Mil to Rs.35 Mil.2. Implement 3 “C” concept.3. Delivery window adherence > 95

%.

Process:1. Fixing Heijunka Frame

2. Calculating theoretical inventory & keeping safety Stock

3. Preparing delivery window quantity and timing for all suppliers.

4. Devising “consumption based” buying strategy for import items.

RM Inventory reduction graph

7042 35

01020304050607080

June'12 Aug'12 Dec'12Month

Val

ue

in R

s. M

illio

n

Mahle Pune T1 Transformation

17-07-2013

14

Grinding DollyGrinding Dolly

Grinding Dolly

R. Grinding

F. Grinding

Kanba

n Pan

Ticket

Grinding Dolly

Grinding Dolly

W & D

FORM TURNING

Kanban Pan Ticket

Kanban Pan Ticket

Kanban Pan Ticket

Kanban Pan Ticket

Kanban Pan Ticket

Kanban Pan Ticket

Kanban Pan Ticket

Kanban Pan Ticket

Kanba

n Pan

Ticket

Kanba

n Pan

Ticket

Kanban Pan Ticket (T3)

1. T3 Portion of Kanban Card removed & Dropped in Kanban Collection Box2. Kanban collected by War room (PPC)

Supervisor of T3 adds T3 Kanban to the PO

Grinding Kanban T4 printed by Plant 1 Supervisors &

added to the Grinding Dolly

Castings Received

GRS

LRS

GRS Register

entry

Kanban (T3) are printed & Put on T3 supervisors deskLRS

Entry

1

2

4

6

7

8

IN

OUT

IN

OUT

OIL & ROLL

5

T3 T4

Grinding Dolly

Kanban Pan Ticket

3

Grinding Kanban T4(1st) removed & put in

Kanban Collection Box

1-6 Days Lead Time100% Plan vs Actual

Before

After

Reduction of Lead Time from 12-18 days to 1-6 Days100% (August’12) Plan vs Actual against 92% (April’12)

Form Turn Machine 1

CTB Machine

LRS

Key stone 1-5

Profile Grinder

WIP

WIP

Packing

Order Based Production

Plan

Wait for Rings12-18 Days Lead Time

92% Plan vs Actual

•12-18 days LT•92% Plan vs

Actual

• 1-6 days LT• 100 % Plan vs Actual

1st Electronic Kanban Card System in Group

Live WIP & Inventory Tracking, Control on Input-

Output Loss

Perfect Circle - NashikT1 Transformation

17-07-2013

15

Analysis

ResultMajor Action Taken

Productivity improvement on Core Builder.

Uni

ts

Units per Man-day

Saving of INR 2.7 Mil pa

Down time per Day

Combination of ramming and matrix holding plate1.Reduce the 57min fin compression problem/day2.10sec cycle time per core

Opportunity:- Current production from CB is 5346nos/month against demand of 7000nos/month, which leads to loss of 1654nos/month

Goal:-To increase Productivity to 50% through eliminating NVAUsing V-Map 3

Min

17-07-2013

T1 TransformationBehr Pune

16

Line contributing 45% of total sale

1% Line efficiency loss contributing

` 3.4 million sale loss

Order Fill Ratio 83%

Project Theme: Increase Line Efficiency by 4% by Change over time reduction

Project Theme: Increase Line Efficiency by 4% by Change over time reduction

Opportunity:

Result: Analysis and Actions:

Efficiency Improvement

INR 4.6 Mill/Annum

added to Bottom line

1. Reduce Change over time by 70% 2. Improve line efficiency by 4%

Goal:

17-07-2013

T1 TransformationMahle Pune

Order Fill Ratio Improved from 83% to 96%

17

T2 Transformation

Business with Anand

12

33

93

195

291

0

50

100

150

200

250

300

2008-09

2009-10

2010-11

2011-12

2012-13

24 X

107140

237

370

470

0

50

100

150

200

250

300

350

400

450

500

2008-09

2009-10

2010-11

2011-12

2012-2013

Overall Sales

4 X

Kawach (Gabriel Pune)

17-07-2013

18

BEFORE

Problem Impt.‘U- cell’ layout for different customers

Concern BenefitMore area covered due to unorganized layout

Space released & 0.8 Mil new business planned

Job Shop Layout

AFTER

Open Space

Cell 5Cell 4Cell 3Cell 2Cell 1

Area Released 2150 Sq Ft i.e.

Rs10 Lacs

T2 TransformationSebros (Behr Pune)

17-07-2013

19

BEFORE

Problem Impt.Re-Layout using future state V-map

Concern BenefitNo Space for additional lines New assembly lines planned for the free space..Business increase by 2 Mil

Capacity Constraint

AFTER

Open space

Pratik (Victor Pune) T2 Transformation

17-07-2013

20

Tirupati (Mahle Pune)

BEFORE AFTER

T2 Transformation

17-07-2013

21

17-07-2013

T2 TransformationPrecision Pressing (Spicer Jodali)

Quality Transformation

Benefits Driven from QT- Module1. Quality Improvement ( > 50 % Customer Complaints reduced in span for 3 month)

2. Quality Meeting (Training / Awareness on Product Quality)

3. PPM Reduction (Q1’13 - 525 PPM , Q2’13 – 236 PPM)

Improved Inspection Area

Plant operates with all women employees

22

Winners

Name of Awards

VictorPune

Platinum Prize (First) in Small scale category of FICCI

Gabriel Nasik

Platinum Medium size

Spicer Jodali

Gold Medium size

Spicer Pune

Certificate of Appreciation

Gabriel Pune

Certificate of Appreciation

Chang Yung

Certificate of Appreciation

GabrielDewas

Certificate of Appreciation

Gabriel Hosur

Certificate of Appreciation

FICCI Awards to VSME Plants

17-07-2013

23

17-07-2013

Small ‘m’ to Big ‘M’

Creating New Mindset

(Break Through Approach)

Reaching The Masses

The Way ForwardWay Forward…

24

ThanksVSME Anand

17-07-2013