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Winner of Japan

Quality Medal in 2011

Winner of Deming

Prize in 2005

Use of Modular Fixtures for Productivity

Improvement in machining Pumps

IMTMA - ACE MICROMATIC PRODUCTIVITY CHAMPIONSHIP

Rane TRW Steering System Pvt Ltd

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Vision

“To be a Leader in Domestic Hydraulic Power Steering

Business, Enhance Global Presence and Diversify for growth

with Technology”

Rane TRW Milestones

Products

CV Gear Pump PR&P Gear Reservoir Power Steering

FluidSeat Belts Airbags

SGD OSD

Rane TRW won Japan

Quality Medal (JQM), now

called as Deming Grand

Prize (DGP) in 2011.

1st in Rane Group,

3rd in Indian Company &

5th in Overseas company

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Product DetailsThe Pump plant has different product segments such as 12 LPM

(Cast Iron Pumps), 5, 7 & 16 LPM (Aluminium Pumps)

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Objective: To meet the sudden ramped up Customer demand and

to sustain the market share

Brief Description of the project

Trigger for the project:

Market buoyancy due to GST & BS4

implementation .

IR issues at competitor place.

Demand to a level of 39% more than

the current capacity.

Shorter Lead time to meet the demand.

Unpredictable Schedule fluctuations

in both domestic and export market

Demand increased

from 42k to 57k

per month

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Environmental challenges:

Increased carbon foot print

level.

Increase in Energy

consumptions.

Increased use of chemicals,

oils and wastes.

Outsourcing challenges:

High lead time & development cost.

Low probability of sustaining good

Quality

Challenges faced :

New Machine Investment:

High Lead time for building new machine.

Proving the model in the new machine.

Global market demand with the machine makers

New machine investment will impact the profitability of the

business.

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Solution Generation & Innovation

Earlier approach

1. Productivity improvement

2. Outsourcing of parts

3. Refurbishing of equipment's

4. New facilities addition

Innovative approach –

Productivity improvement

1. By Process redesign.

2. Creating Cell Flexibility by introducing modular

fixtures (SMED).

3. Deskilling the process

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FY 2018-2019:

Regular running models : 46

Additional NPD models : 12

We need to meet Customer Demand with increased NPD Models

Current Capacity – 220 nos/day.

Demand – 320 nos/day

Current Capacity – 350 nos/day.

Demand – 450 nos/day

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1. Productivity improvement in 12 LPM Pump

Housing (Cast Iron) Cell

2. Cell Model Flexibility in Isuzu (5 LPM Aluminium

Pump) Line for 7 LPM Pump

3. Change over time reduction in 12 LPM Housing

cell-3

4. Introduction of New process for Internals

The following actions are taken to meet the

customer demand;

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1. Productivity improvement in 12 LPM Pump Housing ( Cast Iron) Cell

Aim:To increase 12 lpm Housing machining cell capacity

from 220 nos to 320 nos per day.

Action:1. Loading and Unloading time reduction:

Combined multiple operations in same fixture

with Rotary table. Hence by single loading, all

operations can be completed

2. Machine Time reduction:

By mitigating to rigid clamping setup (hydraulic

clamping) and using new generation tooling,

Cycle time was reduced.

HYDRAULIC CLAMPING IN

SLOW MOTION

Concern : Loading and Unloading time high because of

multiple operations done with multiple fixtures in

same machine

Machining time high

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Result :

3. Combination tool was introduced to reduce the no of tools.

4. Thru coolant drill was used to increase the cutting feed rate.

Through

coolant drill

OUTPUT OUTCOME FINANCIAL

12LPM HSG Cell

Capacity Increased

From 220 nos/day To

323 nos/day

100% Delivery

1. Cost Saving of Rs. 50L

by eliminating new

machine procurement.

2. Sub Contract Cost

Saving Rs66L per Annum

323

Horizontally

deployed to

all 5 lines

Cell

Capacity

increased

to 323 nos

per day

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Concern :

No free space at the top of the cradle plate.

Bottom side has the hydraulic pipe routing.

2.Cell Model Flexibility in Isuzu (5 LPM Aluminium Pump) Line:

Aim: Increase the capacity of the 7 LPM

pump from 350 nos to 450 nos per day in

Isuzu (5 LPM) line.

Normally bottom of cradle plate will

not be used because of lack of spaceAction :

MAKINO: Innovatively designed hydraulic

fixture on both sides of the cradle and hydraulic

pipelines are suitably redesigned.

Cradle plate height from the bed

increased & space created for mounting

multiple fixtures on both sides

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Action contd… :

AMS: Fixture layout has been designed in such a way that 7 LPM

can also be accommodated

Total machine axis stroke of 500 mm is completely utilized to

accommodate the new model.

2.Cell Model Flexibility in Isuzu (5 LPM Aluminium Pump) Line:

Space identified for

7lpm fixture

Isuzu

7 LPM500mm Stroke

7 LPM Fixture

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Result:

Capacity of 7 LPM increased from 350 to 460 Nos per day.

Flexibility

created for

7LPM in

ISUZU Line

for increased

demand.

334 334

449 447 446 437 471

350

460

0

100

200

300

400

500

Apr'18 May'18 Jun'18 Jul'18 Aug'18 Sep'18 Oct'18

Qty

/ D

ay

Month

Production trend after Improvement

BEFORE AFTER

OUTPUT OUTCOME FINANCIAL

7 LPM Capacity

Increased From 350

nos / day to 460 nos /

day

100% Delivery

1. By Eliminating new

machine procurement :

Rs. 1.34 Cr

2. Sub Contract Cost

Saving Rs. 54 L per

Annum

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EXCELLENCE AWARD –

NATIONAL COUNCIL OF

QUALITY CIRCLE

Standardization : Awards :

Team had participated in QCFI 32nd National Convention held

at Gwalior from 21st to 24th December 2018. Team won

Excellence Award which is the TOP NOTCH award in QCFI

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3. Change over time reduction in 12 LPM Housing cell-3

Aim: Reduce the Setup change over time in Housng cell-3

Tools searching time

Different Fixtures for Different

models

No of Touches more

First Off Inspection Time High

Concerns :

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Action-1: (Preparation)

Proper tooling trolley provided

to reduce the tools searching

time.

Check sheet to ensure

availability of all the Tools &

Gauges

Action-2: (Setting change)

Introduction of Common base plate to

accommodate all models in a single

fixture

3. Change over time reduction in 12 LPM Housing cell-3

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Action- 4: ( First Off Inspection)

* Earlier, CMM used to check multiple Co-ordinates,

which leads more first off inspection time.

* Online receiver gauge introduced

BEFORE AFTER

Action - 3 ( Setting Change)

Developed modular Fixture by

locating with NRB bore – Ø26 mm

(which was redesigned as a

common dimension for all models).

3. Change over time reduction in 12 LPM Housing cell-3

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Result:

Standardization by Changeover SOP :

Awards :

ABK- AOTS DOSOKAI Competition won the prize

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4. Introduction of New process for Internals:

The Internal parts of the Pump undergoes the following process

Problems faced in Lapping process:

Lapping contamination.

Size variation, hence selective assembly has to be done.

Additional man power is used for selective assembly.

Rotor face out (>80 micron) & Parallelism >4 microns.

For checking face out 100%, additional man power is used.

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We identified a new process called Fine Grinding

Cost of the Imported machine is Rs 4 Crs.

Used in auto industries at Germany and the US.

Discussed with Indian machine manufacturers and

built a machine at Rs 72 L locally.

Rotor face-out <30 microns and parallelism <2

microns achieved.

Finally, a new process is introduced in the flow

despite the pressure on demand.

0

1

2

3

4

LAPPING FINE GRINDING

LAPPING, 4

FINE GRINDING, 1

MAN POWER

4. Introduction of New process for Internals:

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Overall Result:

• Capacity of 57K Nos per month achieved.

36K Nos

15K Nos

5 LPM - 6K nos

Productivity Capacity Increased from 42K to 57K

Cost SavingsSavings by avoiding new

investments = Rs. 5.12 Cr

Man Power savings

= Rs 21 L

By avoiding out

sourcing = Rs 1.2 Cr

Delivery 100% Customer plan met for past 9 months & sustaining still

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Environmental Impact:

Eliminated 5 New machine investments

Reduced the carbon footprint level by avoiding the additional machines.

Reduced the usage of chemicals such as coolant, oil and also the

waste generation is reduced.

Use of Hazardous lapping waste was completely eliminated.

Horizontal Deployment:

Similar improvements are implemented in other Rane TRW plants (4 Plants)

Also implemented in our Supplier manufacturing plants

1.Sathya components, Chennai

2. Srivari alloys, Chennai

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TEI – AWARDS 2018-2019

3rd SMED Competition organized

by ABK – AOTS DOSOKAI,

The team has been

rewarded in

Platinum Category.

Teams won Excellence Award which is the TOP NOTCH award in

QCFI

QCFI 32nd National Convention

held at Gwalior

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Dr. Washio Quality Trophy and the Chairman’s Excellence

Award, Rane QC Convention Rolling Trophy.

Rane 12th QC ConventionTEI – AWARDS 2018-2019

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Maintenance Personnel Competition

(The Unsung Heroes) on 22 May

2019 at ABK – AOTS DOSOKAI

Teams won the Diamond

award and Gold award

TEI – AWARDS 2018-2019

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Key Merits:We got the following customer awards for our efforts in achieving the quick ramp up

Customer Awards / Recognitions

Best Partner of the Year –

Auto Division from

Mahindra & Mahindra

Best in Supplier Class Award

from Tata Motors

Best Supplier Award for New

Product Development from

SML ISUZU

"Best Component Exports“

from Renault Nissan

Best Supplier Award for

NPD from VECV

Business Alignment Gold Award

from AL LCV

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Below are the voices of our prestigious customers for our performance

On the behalf of the management of VECV I would appreciate you for the hard work

which helped in achieving the target 100%. Your quick thinking, decisive action and

foresight helped to increase the production output.

We appreciate the efforts taken by

Rane TRW Team to ramp up &

deliver HCV parts & also delivered

the parts of New projects, that too in

challenging situation of March.

It's your greatness to pass-on the credit of efforts

majorly done by you and your team. RTSSL

team is one of the most customer-centric in the

industry. It's only because of the extra mile

traversed by RTSSL team, that we were able to

achieve highest ever numbers in 6 years.

Relationships, such as with RTSSL, are the ones

to give a feeling of pride.

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7

8

9

16-17 17 ~ 18 18~19

7.70 8.00 8.70

7.708.00

8.70

Pu

mp

/ma

n/d

ay

DIRECT EMPLOYEE PRODUCTIVITY - Plant 2 - PUMP

7

8

9

16-17 17 ~ 18 18~19

7.30 7.60 8.30

7.307.60

8.30

Ge

ars

/ma

n/d

ay

DIRECT EMPLOYEE PRODUCTIVITY - Plant 3 - GEAR

2

2

2

16-17 17 ~ 18 18~19

2.17 2.22 2.33

2.172.22

2.33

Ge

ars

/ma

n/d

ay

DIRECT EMPLOYEE PRODUCTIVITY - Plant 1 - GEAR

60

70

80

16-17 17 ~ 18 18~19

62 73 78

62

73

78

Va

lue

s In

(%

)

Operator Utilization P 2 (%)

55

65

75

16-17 17 ~ 18 18~19

58 61 73

5861

73

Va

lue

s In

(%

)

Operator Utilization P 1 (%)

Better

65

75

85

16-17 17 ~ 18 18~19

71 77 81

71

7781

Va

lue

s In

(%

)

Operator Utilization P 3 (%)

Over all Effects Impact on Operations

BetterBetter

Better Better Better

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500

650

800

16-17 17 ~ 18 18~19

524.67 624.39 740.21

524.67

624.39

740.21

Va

lue

s in

Crs

.

NET SALESBetter

20

25

30

16-17 17 ~ 18 18~19

22.8 27.00 29.30

22.8

27.00

29.30

Va

lue

s In

(%

)

ROCE (%)Better

1.4

1.9

2.4

16~17 17~18 18~19

1.46 1.60 2.00

1.46 1.602.00

NO

s.

Kaizen/Employee/Month

50

65

80

16~17 17~18 18~19

55.00 67.00 74.00

55.0067.00

74.00

SC

OR

E

GPTW

2.1

2.4

2.7

16~17 17~18 18~19

2.17 2.50 2.60

2.172.50

2.60

NO

s.

Suggestion/Employee/MonthBetter Better

Better

Impact on Business & Impact on People

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End of Presentation