National Productivity Summit-IMTMA 19

Carborundum Universal- Murugappa Group

Chennai

SLIDE NO : 1

INR 295 Billion Conglomerate One of the largest family promoted, professionally managed, diversified business groups…

Murugappa Group

Founded in 1900 and headquartered in

Chennai.

28 businesses

50,000 employees

Group Head Office

SLIDE NO : 2

Abrasives product portfolio

SLIDE NO : 3

Capacity Augmentation in Organic Product Line

Concept - OSKKK Methodology

with the support of KK Pillar TPM Approach.

The Team

KM Natarajan – Associate Vice President - Operations

E. Karthick –Assistant General Manager – Organic Module Head

B. Raghavendra – Project Engineering Group

SLIDE NO : 4

Background • Average Opportunity Loss of 5 to 6 Cr/month

• High Demand for these Products in the Market

• Loss of Business leads to Competitor Gain

Aim To Increase our Market Share with short lead time

APPROACH TO STRATEGIC TPMCorporate Vision

Corporate Mission

SWOT Analysis

CORE

VALUES

Strategy

Key Business Indices

Key Management Indices

Key Performance Indices

Key Activity Indices

Balance

Score Card

PQCDSME

CIRCLE

TARGET

KK

JH

PM

QM

DM

OTPM

E&T

SHE PIL

LA

R T

AR

GE

T

CORPORATE

LEVEL

PLANT

LEVEL

SLIDE NO : 5

Cross SWOT

Analysis

Strategy

To use

our internal

strengths to take

advantage of the

existing

external

opportunities

To use the

external

opportunities to

overcome the

internal weaknesses

experiencing

Strategy

To take advantage of

our strengths

to avoid or mitigate

real and potential

external threats

Strategy

To minimize our

internal weaknesses

and avoid

external threats

Strategy

SLIDE NO : 6

Strategy :

Capacity augmentation – Strategy

Investments

Machine flexibility, Semi Automation of

process

Level 2 Matrix KMI-KPI Linkage

SLIDE NO : 7

10 Step JIPM Methodology of KK Pillar

Select Model Equipment line and process

Organize Project Team

Understand present losses

Set Improvement themes and target

Draft Improvement Plan

Perform analysis and evaluate countermeasures

Implement Improvement

Confirm Results

Take measures to prevent recurrence

Horizontal Replication

SLIDE NO : 8

SLIDE NO : 9

Step 1 - Select Model Equipment Line- Makigami

Makigami analysis technique is a structured approach to

detect all the losses that are occurring in the flow of an

activity.

It captures all the sub activities of a process in depth.

Analysis is done for identifying the non value added

activities or losses and action taken to solve them.

7 Type of Lossess –

Value/Process/Accuracy/Speed/Idle/Cost/Communication

O – Observe CloselyProcess, working Methodology, Material Flow,

Material handling methods

K- Kaizen the Equipment Decide parts requirement Fix WIP, FG, RM Stock

Process Flow CSM and FSM

Equipment Selection Simulate &verify options

Information Flow Implement Change

OSKKK - METHODOLOGY

S- Standardize the WorkStandardize work combination table,

Standardize operation sheet

Production capacity sheet

Work Chart

Element instruction Sheet

K- Kaizen the flowSingle Piece Flow / Fifo

Sequential Pull

Supermarket

Batch Processing

K- Kaizen the manKaizen for Cycle time of Operators

O

S

KF

KE

KM

Representation

Select Model Equipment line – Organic products

33254 3456436756

29560

36750

1002 1152 1213 837 9370

5000

10000

15000

20000

25000

30000

35000

40000

Oct-18 Nov-18 Dec-18 Jan-19 Feb-19

Qty produced

Snagging Precision

Mass Production – Snagging wheels

Specialty items – Precision wheels

Team Formation- Pillars involved- KK,PM,SHE and Moulds

SLIDE NO : 11

O – Observe Closely

O

S

KF

KE

KM

Understand Present Losses

Man Related Loss Data Collection & Analysis

SLIDE NO : 12

Loss

No.

Loss

DescriptionJIPM Loss Definition CUMI - Loss Interpretation

9Management

Loss

Waiting losses that are caused by management such

as waiting for materials, waiting for a dolly, waiting for

tools, waiting for instructions etc.

Stoppage or idling of machine due to want of Raw

Materials / Manpower / Tools / Moulds / Trays / Stands /

Trolleys etc. Also, due to power cuts / waiting for decision

/ want of production booklets / want of drawings / waiting

for inspection / excess time

10 Motion LossMan-hour losses arising from differences in skills

invloved in etc.

Man hour losses due to skill difference between

operatives

11Line organisation

Loss

Idle time losses when waiting for multiple processes or

multiple platforms

Idle time losses when waiting for multiple processes.

Example : 1 operative working on 2 or 3 machines

12 Distribution LossDistribution man-hour losses due to transport of

materials, products (processed products) and dollies.

Man-hour losses due to movement of rawmaterial /

products / stands / trolleys etc. from one place to another

13Measurement &

Adjustment Loss

Work losses from frequent measurement and

adjustment in order to prevent the occurrence and

outflow of quality defects

Stoppage losses for adjusting the machine settings /

parameters to prevent quality defects. Example :

Finetuning of settings like template, weighing hopper

vibrator, plunger in auto presses, Program correction in

CNC machines, etc.

Losses that impedes human work

efficiency

16534 min

Mgt. Loss

390 mins

Motion

Loss

135 mins

Line Org.

Loss

L-11

14256 mins

Distribution

Loss

L-12

1782 mins

Measure & Adj.

496 mins

O

S

KF

KE

KM

Understand Present Losses – VSM

Overall Flow

SLIDE NO : 13

O

S

KF

KE

KM

Understand Present Losses – VSM

Finishing Operations

SLIDE NO : 14

O

S

KF

KE

KM

Understand Present Losses - VTR Analysis

SLIDE NO : 15

O

S

KF

KE

KM

VTR Analysis – NVA Graphical representation

SLIDE NO : 16

O

S

KF

KE

KM

Spaghetti Analysis – Material Flow

SLIDE NO : 17

O

S

KF

KE

KM

SLIDE NO : 18

VSM

• Bottleneck Stage identified

VTR• VA , NVA

Identified

Spaghetti Analysis

• Zig Zag movements Identified

O

S

KF

KE

KM

Observe – Key Learnings - Summary

Set Improvement themes and Target

TAKT Time Calculation

Customer Demand

8035 997713035

10546

0

10000

20000

Nov-18 Dec-18 Jan-19 Feb-19

Customer Demand

Demand

48

118

76

38

1122

70

0

20

40

60

80

100

120

140

Time(sec)

Line Balancing

SLIDE NO : 19

O

S

KF

KE

KM

Glenday sieve Analysis

Symbol Machine/Process

A Boring Machine

B Bore Painting

C ID/OD Horizontal

D Discing

E Balancing

F Inspection and

Packing

G Alex R50

H ID/OD Vertical

I Conical edger

J CNC Machine

K Precision Packing

SLIDE NO : 20

Glenday sieve Analysis :

• Max Number of Products should travel less distance

• Use of Pareto chart in identifying Runners , Repeaters

etc.O

S

KF

KE

KM

SLIDE NO : 21

Customer Demand

• Predicting customer demand

TAKT Time • Line Balancing

Glenday Sieve

Analysis

• Identifying Runners , repeaters

O

S

KF

KE

KM

Standardization – Key Learnings - Summary

Simulation ---- Snap Shot

O

S

KF

KE

KM

Simulation and Implementation of new layout

Simulation Study using Jenga Blocks

Before After

SLIDE NO : 23

O

S

KF

KE

KM

KK Matrix

S.L.No

Loss/Activity Pa

inti

ng

Sta

nd

Air

co

oli

ng

Syst

em

Sp

ray g

un

Fla

t ta

ble

s

lab

el

pri

nti

ng

ma

ch

ine

Ro

lle

r ta

ble

s

Co

mb

inin

g o

f a

cti

vit

ies

Ru

bb

er

she

ets

Sh

ifti

ng

of

ove

ns

Ho

ist

for

ove

ns

Se

qu

en

cin

g o

f m

ach

ine

s

Ne

w g

an

gw

ay

Du

st c

oll

ecti

on

syst

em

To

tal

1 To eliminate fatigue in painting process 1 1 1 3

2 To eliminate process deviation in painting 1 1

3 To eliminate bending activity in stenciling 1 1 1 3

4 To reduce time taking for labeling process 1 1 1 3

5 To eliminate waiting time spent on getting printed labels 1 1

6 To eliminate lifting of the wheels 1 1 2

7 To eliminate line organization losses 2 2

8 To eliminate unncessary movement of wheels 1 1 2

9 To eliminate chip loss 3 3

10 To decrease the distance travelled by wheels 3 1 7 1 12

11 To remove dust from machines 5 5

12 Total KAIZENS 1 1 1 4 1 3 2 6 3 2 7 1 5 37

Improvements

SLIDE NO : 24

O

S

KF

KE

KM

CUMI

YM Test

Painting & Stenciling

Labelling

Balancing

Packingdistance =15m

Time = 10mins

SLIDE NO : 25

K- Kaizen the flow – single piece flow

distance =32m

Time = 270mins

Before After

Before After

SLIDE NO : 26

Cost of Implementation

Shifting of Machines

and ovens-2 lakh

Roller tables -

1.2 lakhs

Duct Engineering

1.2 lakh

Printing m/c- 2 lakhs

K- Kaizen the flow – unidirectional material Flow

O

S

KF

KE

KM

SLIDE NO : 27

Layout Simulation

• Using paper and Jenga blocks

Single Piece Flow

• Creating FIFO by continuous improvements

Kaizens

• Implementing 3 days continuous improvements

O

S

KF

KE

KM

Kaizen the Flow – Key Learnings - Summary

Press OCC

Time

(min

)

Min/

Occ %

Press

type

1000T 33 495 15 5% Manual

100T 12 60 5 1% Manual

1500T 352 6125 17 57% Manual

600T 164 1640 10 15% Manual

BRP 9 252 28 2%

Semi-

Auto

POGGI 3 2142 714 21% Auto

Grand

Total 574 10714 Manual

Setup & Adjustment Loss - Stratification

Moulding Machines - Stratification

Mixing 10%

Moulding 65%

Curing 10%

Finishing 15%

SLIDE NO : 28

K- Kaizen the Equipment - Machine

O

S

KF

KE

KM

Product

Category Capability

300

diameter Yes

400

diameter Challenged

450

diameter Challenged

Automatic Moulding Press

SLIDE NO : 2940

O

S

KF

KE

KM

Auto Press Press – ComponentsInvolved in Changeover activity

SLIDE NO : 30

O

S

KF

KE

KM

Setup & Adjustment Loss – VTR Study

Type Cate S. No. Activity

Time

Duration(

Sec)

VA NVA Internal External E C R SProposed

Duration

Bottom Plate Removing 1 Ejecting the bottom plate 120 VA Y S 120

Bottom Plate Removing 2 Place the steel rod inbetween barrel & bottom plate 60 NVA Y E 0

Bottom Plate Removing 3 Indexing 10 VA Y S 10

Bottom Plate Removing 4 Lift the bottom plate manually 120 VA Y S 0

Bottom Plate Removing 5 Place the Bottom Plate on the Stand 30 VA Y S 0

Ejection rod Removing 6 Removing the Ejection Rod from the Bottom plate - 3 Nos. 240 VA Y E 0

Pin Removing 7 Removing the Tefflon Sheet 30 VA Y S 30

Pin Removing 8 Removing the centre bolt by Ratchat 60 VA Y S 60

Pin Removing 9 Remove the pin manually 30 VA Y E 0

Pin Removing 10 Place the Pin on the Stand 30 VA Y E 0

Barrel Removing 11 Searching for Spanner 600 NVA Y E 0

Barrel Removing 12 Outer Ring 12 Bolts Removing 400 VA Y S 180

Barrel Removing 13 Lift the outer ring manually 60 VA Y S 60

Barrel Removing 14 Eye bolt fixing - 1 80 VA Y E 0

Barrel Removing 15 Searching for Rope 300 NVA E 0

Barrel Removing 16 Roping the eyebolt 120 VA Y E 0

Barrel Removing 17 Stakker positioning - 1 120 NVA Y E 0

Barrel Removing 18 Lift the barrel - 1 180 VA Y S 60

Barrel Removing 19 Place the Barrel on Stand 30 VA Y S 30

Barrel Removing 20 Removing the Eye Bolt 80 VA Y E 0

Pin Locating BushRemoving 21 Removing Using Spanner 300 VA Y E 0

Bottom plate Fixing 230 Removing the Steel piece , locating the bottom plate 180 VA Y E 0

Trial Adjust 231 Mix Charging 300 VA Y C 0

Trial Adjust 232Enter the Mix Weight, Ring Ht Setting, Wheel Thickness

Setting 300 VA Y S 120

Trial Adjust 233 Trial Run 400 VA Y S 150

Trial Adjust 2341st good piece output from the machine after set-up change 1200 VA Y S 1200

Present time – 714 min Target time – 60 min

SLIDE NO : 31

O

S

KF

KE

KM

Setup & Adjustment Loss - Approach

Do Video Tape Recording

Value Added

activity

Classify activities

Non Value Added

activity

714

min

486

min

Eliminate

228

min

Activity

Time

Duration

(min)

Corrective measure

Forklift usage for removng, fixing, adjusting the setup 90 Push Pull trolley

Eye bolt usage for handling setup 109 Push Pull trolley

Steel rod uasge for removing Bottom plate 14 vaccum lifter

Searching for tools 15 Tool board fixed near machine

SLIDE NO : 32

O

S

KF

KE

KM

Setup & Adjustment Loss - Approach

Value Added Activity

External Activities Internal activities

Combine Assembled set

486

min

435

min

52

min

35

min

17

min

Activity

Time

Duration

(min)

Corrective measure

C Cleaning bottom plate 17 Made ready for the next size

S Removing & fixing Ejection rod 35 Permanently fixed with ejection piston rod

SLIDE NO : 33

O

S

KF

KE

KM

Setup & Adjustment Loss - Approach

Value Added Activity

Internal activities

Eliminate Combine Rearrange Simplify

156

min

338

min

0

96

min

SLIDE NO : 34

435

min

486

min

O

S

KF

KE

KM

Top Plunger Adapter Combined with RAM

SLIDE NO : 35

INTERNAL – COMBINE

O

S

KF

KE

KM

SLIDE NO : 36

O

S

KF

KE

KM

Results – Machine Efficiency

In Machine related losses setup and Adjustment losses were high.

To Enhance flexibility of manufacturing and Quick change over to various sizes of snagging

wheel using new concept of QCD – Telescopic mould in Auto Press

As per pattern production, the manufacturing starts from 300 dia to 450 mm dia.

Setup / Tool change over time takes 16 hrs from setup to other setup (300 –

450 takes 16 hrs.)

Curtail the supplies of various dia of snagging wheel to the market.

Product mix not as per the market demand.

SLIDE NO : 37

K- Kaizen the Equipment - Mould

O

S

KF

KE

KM

Reducing Setup changeover time

SLIDE NO : 38

O

S

KF

KE

KM

New Moulds design- Machine load carrying capacity

779.8

1050.8

795.2

0

200

400

600

800

1000

1200

Dia 450 setup Dia 400 Setup Dia 300 Setup

Wei

ght

in K

gs

Moulds Dia wise setup weight

1377.3

0

200

400

600

800

1000

1200

1400

1600

Dia 450 setup Dia 400 & 300 Setup

We

igh

t in

Kgs

Combined Mould setup weight

779.8

18

O

S

KF

KE

KM

As per manufacture machine design load carrying capacity should be 1500Kg .

Mail From Machine supplier about

their Design Limitation

Setup & Adjustment Loss –KK Matrix

IMPROVEMENTS

LOSS / ACTIVITY

1 Tools Searching 4 4

2 Assembling on floor 5 3 8

3 Mould setup lifting/pulling 2 2 2 6

4 Plunger/Adapter dismantling & fitting 1 3 5 9

5 Bottom plate removal & fixing 6 6

6 Racker & levelling plate removal & fixing 3 3

7 Wheel unloading vaccum pad removal & fixing 3 3

8 Barrel Holding rings unfastening & fastening 6 6

9 Material charging 4 4

Total 5 8 2 3 8 6 8 3 2 4 49

Eje

cti

on

un

it

mo

dif

icati

on

Setu

p h

old

ing

un

it

rin

gs m

od

ifia

tio

n

TO

TA

L

Wh

eel u

nlo

ad

ing

un

it

mo

dif

icati

on

Recip

e c

han

ge

acti

vit

y

Cen

tre p

in

mo

dif

icati

onSL.NO

To

olin

g k

it p

rovis

ion

Assem

bly

tab

le

pro

vis

ion

Racker

arm

un

it

mo

dif

icati

on

Plu

ng

er

ho

lder

un

it

mo

dif

icati

on

Mo

uld

co

mp

on

en

ts

han

dlin

g e

qu

ipm

en

t

O

S

KF

KE

KM

SLIDE NO : 40

SLIDE NO : 41

Implementation of new Mould design

The effectiveness of improvements.

Setup time reduction to 3hrs.

changeover – 5 occurrence to 8 occurrence

/ month

Fatigue reduction by eliminating removal of

moulds during changeover.

O

S

KF

KE

KM

No of Activities Before & After

Gradual decrease in diameter

90

°

45

°

Angular connection

Different duct

diameters

Gradual decrease in

diameters

SLIDE NO : 42

Machine Before After

CNC Machine 6.7mps 10.3mps

ID/OD Vertical

Machine

7.1mps 18.9mps

ID/OD Horizontal

Machine

7.5mps 13.3mps

Alex R50 5.7mps 12.3mps

Conical Edger 3.7mps 7.2mps

Dry Disc Machine 5.7mps 8.7mps

Boring Machine 7.5mps 14.3mps

Suction Velocity

Kaizen the Equipment - Duct

O

S

KF

KE

KM

SLIDE NO : 43

Mould• Telescopic

Moulding

Molding machine

• Reducing setup change over time

Duct Engineering

• Increasing suction velocity by reengineering

O

S

KF

KE

KM

Kaizen the Equipment – Key Learnings - Summary

44

Snagging Finishing line

Negligible risk

15

Low risk

22

Medium risk

16

High risk

12

Very high risk

2

Total – 67

activities

Kaizen the Man

O

S

KF

KE

KM

45

Kaizen the Man

O

S

KF

KE

KM

46

Snagging Finishing line

Negligible risk

15

26

Low risk

22

25

Medium risk

16

16

High risk

12

0

Very high risk

2

0

Before

After

Kaizen the Man

O

S

KF

KE

KM

SLIDE NO : 47

Ergonomics• Improving work

conditions

REBA Study

• Implemented Kaizens to eliminate high risk activities

Training

• Training for new way of doing work.

O

S

KF

KE

KM

Kaizen the Man – Key Learnings - Summary

Results- Overall

Productivity

Delivery

Quality

SLIDE NO : 48

Before Target After

Deliverytime(mins)

270 8 15

0

50

100

150

200

250

300

Qua

ntity

/shift

Delivery time(mins)

BETTER

Results- Overall

Before Target After

Distancetravelled

638 282 282

0

100

200

300

400

500

600

700

Dis

tance /m

onth

Distance travelled

BETTER

Before Target After

Lead time inFinishing

3 1 1

0

0.5

1

1.5

2

2.5

3

3.5

Da

ys

Lead time in Finishing

BETTER

SLIDE NO : 49

Business

captured over 3

months- 8Cr

Losses reduced by duct engineering.

Optimum/desired velocity achieved at

hood/duct.

Suction velocity increased at hood.

3 unit dust collectors eliminated

There by saving energy 30 HP motor

Space saving 3000 Sq. feet

Environmental Impact

Machine Before After

CNC Machine 6.7mps 10.3mps

ID/OD Vertical

Machine

7.1mps 18.9mps

ID/OD Horizontal

Machine

7.5mps 13.3mps

Alex R50 5.7mps 12.3mps

Conical Edger 3.7mps 7.2mps

Dry Disc Machine 5.7mps 8.7mps

Boring Machine 7.5mps 14.3mps

SLIDE NO : 50

Scope for Horizontal Deployment

Horizontal deployment Internal and External Plants

Capex Cleared for Russia and Hosur Plant based on these

Concepts for newer Lines

Any other merits

• Due to Space Creation – New Building for Precision Grinding

was whipped off to a tune of 2 Crs.

• The initial investment of 7cr for the new machine has been

stopped after getting the result of this project.

SLIDE NO : 51

SLIDE NO : 52

Life is Short,

Time is Fast,

No Replay,

No Rewind,

So Enjoy Every

moment

As it Comes

If you are not making mistakes, you are not experimenting