View Brochure1

Chairman’s Message

It is indeed my pleasure to present to you the September 2013 issue of “ACT now”, with special focus on ACT Quality cluster program in the Eastern region.

The sentiment in the business community continues to be depressed with negative growth in the first quarter of 2013-14. However, we do find industry trend benders - recent new model launches in the passenger car industry and two wheelers offer a new hope. The tractor and off road vehicles market has shown a robust growth in the last quarter. With a bountiful monsoon this year, this growth is likely to sustain. After-market that normally offers a ‘recession proof ’ market unfortunately has not been as buoyant this year. We hope that the festive season around the corner will bring in some cheer to the otherwise depressed market sentiment.

Despite the gloom, there is hope. Let me take this opportunity to congratulate our member companies who have won the coveted ACMA awards this year. The three month long process culminated in August 2013 with the awardees being chosen by the eminent jury comprising distinguished personalities from major automotive OEMs. In this issue we give you a glimpse of the award winning companies by way of brief introduction of each.

To gear up for a brighter future, it is imperative for all of us to tighten our belts and be ready to deliver world-class quality products at globally competitive prices. I am happy to share that ACMA Centre for Technology (ACT), continues to spearhead the drive for advancement in quality, productivity and technology for the Indian auto component industry. After the launch of 2nd ACT Engineering Cluster last year, ACT has successfully launched two new clusters for the small and medium enterprises in the northern region – in NCR and in hitherto unrepresented region - Pantnagar. For the first time, a short duration customized pre-cluster improvement project has been launched, in NCR, which aims to prime the member companies in crucial areas of Safety, 5-S, Kaizen etc to help them make a seamless transition to the ACT Foundation cluster program. Four new clusters are slated to be launched in September 2013; these are SME Cluster, SME Advance Cluster, Foundation Cluster and Advance Cluster. The ongoing Quality clusters in the Eastern region are being much appreciated as they provide opportunities to our member companies to enhance skills of their employees and equip them to use the latest tools and techniques for operational and quality excellence.

In this issue, we are sharing with you the achievements of ACT Quality Cluster program in Eastern Region. I hope you would enjoy and benefit perusing through these accounts of journey to excellence.

I thank all our readers for the immense responses received for the earlier issues of "ACT now" and look forward to your continued support and feedback.

I would also like to thank everyone who is directly or indirectly involved in bringing out this newsletter for the benefit of the entire auto component industry.

Srivats Ram

Inside

Issue’s Special: 02

Achievements of ACT Quality Cluster (ER)

- Building a robust quality culture at grass-

root levels

ACT news

April ~ August, 2013

ACMA Awards 2012-13 23

(Operational Excellence Journey)

8th National QC Competition 31

24th August, 2013, New Delhi

Launch of Pre-Cluster Projects 34

June/July, 2013, Delhi NCR

Launch of SME Cluster for Pantnagar 34

18th April, 2013, Rudrapur

Launch of SME Cluster for NR 34

24th June, 2013, New Delhi

Certified Course on “Train the Trainer – 34

Productivity Improvement”

29th July, 2013, New Delhi

Missed / Forthcoming activities 36

“ACT now” Tariff 36

Editorial Team

Publisher : Mr. Vinnie Mehta, Executive Director, ACMA

Chief Editor : Mr. V. K. Sharma, Principal Counselor, ACT

Assistant Editors : Mr. Jitender Rana & Ms. Sakshi Karkamkar, ACT

One complimentary copy of "ACT Now" is sent to each member of ACMA. Additional copies are available @ ̀ 150/- for each copy. This cost is including service tax & postage charges.

ompetition in auto sector has gone up considerably Cduring last few years. The impact of this is felt in all aspects of manufacturing. Processes are continuously being upgraded and quality expectation is continuously increasing.

Large automobile companies are in a position to meet these demands. But 60 to 70% components for these vehicles are supplied by MSME companies. These companies do not have modern and state-of-the-art equipment. These companies also do not have qualified and trained manpower. The skill level of the workmen is extremely poor as they mostly employ casual labour who change their jobs frequently. Many a time, these companies fail to deliver the required quality. Most of their production systems are outdated. Lack of technology, absence of stream-lined production systems, poor skill level of workforce with little awareness of quality causes serious problems in procuring components of acceptable quality. This results in cost over runs and financial losses to the suppliers. Eastern region lags behind in trained workforce adept at handling latest QC tools and problem solving skills.

For quite some time the need has been felt to upgrade the employee skills and operational quality of these plants to take on the challenges of competitive environment. ACT/ACMA has played a vital role in the development of plants in this region through its cluster programs.

As in-charge of ACT Quality cluster program in the Eastern region, I am guiding a group of industries in Jamshedpur & Kolkata to improve their productivity, employee skill levels, quality management system and use of proper tools and techniques to arrive at cost effective, simple, and sustainable solutions. The greatest challenge has been dealing with workmen and supervisors with low level of manufacturing acumen, poor communication skills and absence of quality awareness. A tendency of resistance to change is also observed in the workforce. The workforce views training with great apprehension with common perception that one would lose job if he or she fails to learn new concepts and techniques.

To bring about a change in such conditions, the priority has to be to build trust of the workforce by initiating actions that

generate confidence and clears all apprehensions. ACT cluster program has been amenably designed, by Mr. C. Narasimhan– Chief Mentor ACT, to deliver industry and company specific deliverables in a simple to understand and easy to execute structure. As a result, there has been acceptance at all levels and they take pride in demonstrating their initiatives and achievements. The program has been successful in bringing about a positive and visible change at workplace of all cluster companies.

I am extremely grateful to our Chief Mentor Mr. C. Narasimhan and Mr. Dinesh Vedpathak, Head Cluster Programme (ACMA Centre for Technology) for designing roadmap and guiding me in this journey. I greatly value the guidance of Mr. Killol Kamani, Chairman ACMA (ER) and Mr. Sanjay Sabherwal, Dy. Chairman (ER)ACMA & ACT Co-ordinator for Eastern Region who has always been my guide. I am thankful to all cluster companies’ MDs, CEOs, Plant Heads, Coordinators without their efforts this would not have been possible. I am also thankful to Ms. Yogita Satpathy, Deputy Director & Regional Secretary (ER) and Mr. Jitender Rana, Assistant Director for their support to make this cluster a success.

In the coming pages we are sharing with you the achievements of nine Eastern Region companies who are members of the “ACT Quality Cluster for Eastern Region”. This improvement journey for these nine companies is a good beginning and there is a lot more to be achieved.

The challenge today is not to create more clusters, but rather to strengthen the better ones in order to improve innovation and competitiveness. Important is the potential for brain storming & innovate policies to become more efficient by using cluster programmes and to address challenges in a more strategic and focused manner.

Raising the quality level of a company needs appropriate performance indicators. Additionally, an interesting area for cluster initiatives is benchmarking own performances, which gives further insights into quality and offers opportunities for improvements.

1. Quality – Reduction of In house Rejection

Action Taken

Ø Daily rejection review in shop started.

Ø Formed CFT’s to analyze & take action.

Ø Revalidated complete process of two parts & all NC’s closed.

Ø CTP (Critical to Process) monitoring started to restore process variation fast.

Cluster initiative contributes to more prosperity for individuals & better competitiveness for company. We joined Quality Cluster under guidance of Mr. K. P. S. Raghuvanshi Sr. Counselor ACT, ACMA, in Sept.’ 2012.

As a part of this cluster we have achieved remarkable improvements in 5S, Quality, Inventory etc. This has helped in improving performance in delivery & reducing wastes. From the cluster learning process, one can sustain and continue to improve on his own and achieve operational excellence.

ACT ACMA Quality Cluster (ER)-Ten Months Journey Towards Excellence

KPS Raghuvanshi Sr. Counselor, ACT

Written by : KPS Raghuvanshi, Sr. Counselor ACT

ACT ACMA Quality Cluster (ER): Journey of 10 Months

Emdet Jamshedpur (P) Ltd.

Mr. Ranjot SinghManaging Director

Mr. Jagdish Singh (Plant Head)

Achievements of ACT ACMA Quality Cluster (ER)

www.acma-act.in www.acma-act.inSeptember 2013 3September 2013 2

For quite some time the need has been felt to upgrade the employee skills and operational quality of eastern region companies to take on the challenges of competitive environment. ACT/ACMA has played a vital role in the development of plants in this region through it’s cluster programs.

Building a robust quality

culture at grass-root levels

Incoming AfterIncoming After

2. My Machine

Action Taken

Ø Training on My Machine.

Ø Two machines taken, identified all anomalies & closed.

Ø Modified PM check sheet- with more visuals & specific responsibilities(Operator and maintenance staff)

Ø Recording daily machine break down.

3. Inventory

Action Taken

Ø WIP inventory level reduced from 15 days to 4 days.

Ø Maximum, Minimum & reordering level revised.

Ø Daily stock review implemented.

Ø FIFO in incoming store introduced.

Ø Maximum, Minimum & Reordering level made visual, wherever possible.

Kaizen Gallery Kaizen Gallery Production Shop After Production Shop AfterZonal Display BoardZonal Display Board

Mr. Nishant AnandCoordinatorACT Quality Cluster (ER)Emdet Jamshedpur (P) Ltd

In coming Before In coming Before

F.G Store AfterF.G Store After

F. G Before F. G Before


Highco Engineers Pvt. Ltd.

With the global OEMs setting up their foot prints in the domestic market and constant rise in demand to meet the expectations w.r.t Quality, Cost & Delivery, the Indian auto component manufacturers are leaving no stone unturned to meet the targets to compete and sustain in the global market.To be abreast with this ever changing expectations, we need to not only constantly upgrade our systems, manpower and infrastructure but also build and adapt a progressive culture in our day to day life.

These changes can only be brought by changing the “Mindset” of our people at all levels.The ACMA Cluster programs give a very strong platform for “Learning through Sharing”. These cluster programs not only enhance the internal capabilities of all team members, makes them self-reliant in developing and honing their skills but also enhance their confidence to take decisions and to become “Future Leaders”.

To be successful and survive in this competitive environment, we have to have a Leader in every Team member. We need to develop people who can take a proactive approach to address any issue and resolve them. “Any Improvement is by Choice any not by Compulsion“, let’s accept and implement it.

Mr. Tapas K.SahuManaging Director

The objective of quality cluster is to make the organization globally competitive, take time bound actions to achieve targets of World Class Production System. Sustenance of benefits is the key learning of this cluster program under dynamic guidance by Mr.Raghuvanshi, Sr.Counselor, ACT. It is achieved by TEI, application of 5 ‘S’, Visual management, ITR, VAPCO,SMED, My Machine and SGIA. The overall benefit is visible as follows:

1. Achieved 1stPrize in Kaizen Competition for consecutive two years (ACMA ER).2. Lead time reduction through Flow Production.3. Defect prevention through Poka Yoke and Improvement Projects.4. Reduction of variation and waste in the entire operational process.5. Continual Improvement in all business processes.6. Employee Involvement and participation in every process and activity.

Mr. Manoj KumarPlant Head



Before Joining Cluster

After Joining Cluster

Zig-zag flow of material Zig-zag flow of material

Single flow of material in press machine

Single flow of material in press machine

No Kaizen Gallery area used for in process material storing.No Kaizen Gallery area used

for in process material storing.

Kaizen gallery made for visual improvement

Kaizen gallery made for visual improvement

Scrap yard behind office.Space covered =480 Sq. Ft. Scrap yard behind office.

Space covered =480 Sq. Ft.

Only scrap yard at front side.Space covered =112.47 Sq.ft.Only scrap yard at front side.Space covered =112.47 Sq.ft.

Action taken to reduce PPM:-1. Number of SGA projects.2. Daily analysis of red bin.3. Adherence of Die Maintenance plan.4. Regular training on problem solving &

process control methods

Reduction of Plant Preparation time:-1. Sorting & scrapping of unwanted material.2. Systematic arrangement & improved

visualization.3. My machine campaign.4. Total employee involvement.

Action taken to reduce COPQ:-1. Up gradation in machine & child parts2. Correction of dies3. Improvement in stage wise inspection4. Regular training on shop floor for ‘Next

stage is my customer’.

1st prize in 1stKaizen competition 2012-13. 1st prize in 2nd KAIZEN competition 2013-14.

www.acma-act.inSeptember 2013 6

Mr. Amresh KumarCoordinator ACT Quality Cluster (ER)Highco Engineers Pvt.Ltd

We at Industrial Forge & Engineering Co. are happy to look back at the journey which we started 10 months back and are content with the results so far. Our aim was to improve efficiency and provide clean working environment. We have been able to increase our ITR by eliminating unwanted inventory. The TEI initiative is another highlight of this journey which has enabled us to improve many areas. It is the result of the TEI initiative, that we now have a much more motivated team with improved work culture, reduced absenteeism, breakdowns, rejections and customer complaints. So far, the progress has benefitted us not only individually but unanimously. Competency of our team has improved substantially under the guidance of ACT Sr. Counselor Mr. K.P.S. Raghuvanshi and I would like to thank him and ACMA for providing this platform for improvement.

Mr. A. K. Chatterjee, General Manager

Achievements of ACT ACMA Quality Cluster (ER)Ø Fixture modified for EMA and

Saddle.CPk improved from 0.5 to 1.35.Ø 03 nos. CTP’s (Critical to Process)

corrected, reduced process variation.Ø Checking method synchronized with

customer.Ø CFT formed for problem solving.Ø Daily rejection Review in shop

implemented.

Better

In today’s scenario of tough competition, up gradation and optimum utilization of resource are the key for sustenance of any organization. TEI and 5S concepts bring clean and safe environment for employees. Scientific approach and sharing of best industrial practices help us to analyze root causes of day to day problems and eradicate it. Utilisation of resources generates opportunities for developing new business. I am grateful to ACMA for its support through various cluster programs which helps in improving competence level which is the key to growth.


Industrial Forge & Engineering co. Ltd.

Mr. Rajendra Sachdev Managing Director


Unless you try to do something beyond what you have already mastered, you will never grow…… - Ronald. E. Osborn

Mr. Ravindra KumarCoordinator Industrial Forge & Engg. Co. Ltd.


Kiswok Industries Pvt. Ltd

Over the short period of time after we joined Quality Cluster Programme, we have achieved remarkable changes in our work environment & culture, mostly in terms of increasing employee involvement & morale and making the foundry a cleaner and safer place to work.We have, however, still some way to go, in order to realize our mission of becoming the most respected brand in grey and ductile iron castings. The challenge is to keep up the good work and strive for continual improvement.

Mr. Raj Kr. KejriwalManaging Director

As we started to tread the road from a traditional foundry to be a global brand in the castings industry, there was an urgent need to educate the workforce on good foundry practices and modern techniques. This is where ACMA’s Foundation Cluster Programme has been most helpful - in developing a system of processes and work culture wherein not just the individuals, but the company starts to learn. This has encouraged us to continue this process by signing up for the Quality Cluster Programme.

Mr. Mayank KejriwalDirector


Started

Average tool cost in

Rs/piece 27.92

17.2

Cost /Piece

Better

Ø Training given to 06 Associates and maintenance persons.

Ø 21 anomalies identified and closed.

Ø PM check sheet modified with more visuals and accountability.

Ø Record 100% Breakdown data and review implemented.

Ø Motivation through awards and recognitions.Ø Safe and clean work environment.Ø Involvement of employee in suggestion and kaizen.

Earlier maintenance tools and spares Earlier maintenance tools and spares Tool and Fixture table before ClusterTool and Fixture table before Cluster No regular disposalNo regular disposal

Scrap control panel. Converted, Complete 2S eliminating

search time

Scrap control panel. Converted, Complete 2S eliminating

search timeComplete 2S & Damage freeComplete 2S & Damage free

Disposed all obsolete and unwantedSpace recovered 564² Meters.Money recovered 4 Lacs.Space utilized for Crow

bar production from Jan’13.

ØØØ

Disposed all obsolete and unwantedØSpace recovered 564² Meters.ØMoney recovered 4 Lacs.ØSpace utilized for Crow bar production from Jan’13.

Old layout movement- 317 M

After: New Lay Out ( Paint shop relocated )Ø Movement reduced by 157 Meter.Ø Waiting time eliminated.Ø Productivity improved.Ø Rs 90 thousand / year saved against reduced forklift movement

In our journey of last 10 months, we found significant improvements in Quality, reduction in machine breakdown. External PPM and customer complaints have come down and it is now at its best level ever. My machine concept has improved MTBF and improved availability of machines have resulted in increased production. Absenteeism has been brought down and all of us are enjoying working in the environment which has changed for betterment. We would like to thank Mr. Raghuvanshi for his guidance and sharing of best practices, which brought us together to set new goals for our industries.


SSa

fety

Before After

Clean and Orderly Storage of raw material

First-aid Centre with Doctor inside the Plant.

PPEs(common & Specif ic) compulsory for all staff and workers.

2s-Safety visual

Safety visuals for making awareness through out the plants

109876543210

9

0

Accidents

Before(May-12)

After(May-13)

Bett

er

•100% use of PPE•Related Visuals in plant

www.acma-act.inSeptember 2013

Mr. Arnab ChowdhuryPlant Head

QQ

ualit

y• Introduction of Critical to

Process(CTP) & Critical to Quality(CTQ) parameters for all products.

• Implementation of robust PDCA Quality Structure.

• Introduced new QMS Software (EWIMS) for QC Documentation, PPAP, CAPA, FMEA & Problem Solver.

• Leading to complete online database of all CAPA’s & Documentation

Problem solved using Six Sigma (Brake Drum Scabbing)25%20%15%10%

5%0%

02

/10

/20

12

16

/10

/20

12

30

/10

/20

12

13

/11

/20

12

27

/11

/20

12

11

/12

/20

12

25

/12

/20

12

08

/01

/20

13

22

/01

/20

13

05

/02

/20

13

19

/02

/20

13

05

/03

/20

13

19

/03

/20

13

02

/04

/20

13

16

/04

/20

13

03

/04

/20

13

14

/05

/20

13

Before After

40000

30000

20000

10000

0

32

58

7

16

51

7

In house Rejection in PPM (Total)

Before(May-12)

After(May-13)

Be

tte

r

P

Prod

uctiv

ity

Before 1S After 1S

Installed new Disa Flex Automatic Moulding line (2090 Sq. Mtr.) . Space created by removal of unwanted material - increased production capacity from 3,500MT/month to 6,500MT/month

After (Modern Pattern Storage)

• Transfer of Foundry Returns &all other materials through Fork lifts instead of manually.Bins help quick Supply of F/R for melting

• Leading to Reduction in inventory levels.

Usage of wedge cutting machine instead of hammering to reduce worker fatigue

Installation of Modern pattern storage system for 1800 patterns with complete 2s, resulted in elimination of pattern search time from 6 hrs. to 5 minswithout causing damage to patterns in handling.

Weekly Review Meetings with emphasis on

incomplete work and audits& Corrective Action

D

Deliv

ery

Installation of Vinar Conveyor & Roller Conveyor to help achieve single-line flow of f inal products

15

10

5

0

6.1 12

.77

ITR

Before(May-12)

After(May-13)

Be

tte

r

M

Mora

le

Daily Management Display Board ensured transparency throughout the organization on achieved KPIs at all levels

Social Messages displayed at prominent locations helped educate the workers on good habits and practices

Yearly Celebrations with families of Staff & Workers increased teamwork

We are thankful to Mr. Raghuvanshi, Sr. Counselor, ACT, ACMA who held our hands, guided us through this journey without his association, I am afraid we would have achieved very little. Mr. Pratick Dutta

Coordinator

10

The Quality cluster has helped our organization in re- emphasizing focus on product and process quality. The processes have been broken into multiple segments and tasks assigned for improvements. Apart from the concurrent activities on 1S/2S, autonomous maintenance, increased value add; the cluster showed how these activities are helpful in overall quality improvement. The cluster activities are helpful immensely in improving the morale of the teams. Going forward we need to be aware that continuity & sustainability of the activities shall be a challenge.

We, Metaldyne Industries Ltd., Jamshedpur, a joint venture of Metaldyne Corporation LLC, is driven by our MD, Mr. Sanjay Sabherwal. Quality is his prime driving force. Metaldyne India is a company certified to TS 16949 & ISO 14001. To excel further in the field of quality, in August 2012, we joined the Quality Cluster programme of ACMA along with four other neighbouring companies from Adityapur Industrial Area. This was also part of our continuous endeavor for excellence as an ACMA member having already completed UNIDO cluster & 5s cluster programme coordinated by ACMA. This time we are lucky to have Mr. KPS Raghuvanshi with us as our Counselor in Quality Cluster journey.


Metaldyne Industries Ltd.

Mr. Sanjay Sabherwal, Managing Director

Mr. Dipankar Mallik, COO, Metaldyne Industries



The entire team of Metaldyne has been trained and motivated in modern techniques in quality engineering and control to reduce waste and COPQ. The emphasis has been laid on:

(a) Don’t receive defective

(b) Don’t produce defective

(c) Don’t ship defective

(d) Revalidate all processes

(e) Reinforce 5S

Mr. Anil SinghCoordinator ACT Quality Cluster (ER)


Multitech Auto Pvt. Ltd.

In this dynamic era of high competition, ACMA has provided excellent ways to the industries to achieve excellence in all the fields. Its various programs including inventory, workplace & quality management have brought drastic changes in the day to day culture of workshop and innovated us to a brighter future ahead.

Mr. Atul DuaManaging Director

The innovative steps of ACMA are gradually changing the entire organizational behavior through its several programs. The kind guidance of our Sr. Counselor Mr. KPS Raghuvanshi has encouraged participation from the ground level and we are pacing up on a correct track.

Mr. Surendra Gadia, Director



Task forces have been made on each of these areas in which the people from core team of Metaldyne participated. The task forces have been guided and driven by the top management team of Metaldyne and closely guided by Sr. Counsellor, Mr. Raghuvanshi of ACT/ACMA. The task forces have been pursuing the following tasks:

Don’t receive defective:

• Supplier audit (process & product).

• Commonisation of inspection method between own & supplier (implementation of new gauges & instruments).

• Introduction of supplier history file for each supplier (to record development/action/record for each supplier.

Don’t produce or ship defective:

• Implementation of seven numbers of poke-yoke.

• Continuous monitoring through S.P.C.

• Layered process audit.

• Gauge R&R study re-enforcement.

• Process revalidation.

• Layout inspection on regular basis.

• Statistical analysis & correction of sigma value for each process.

• Process changes in turning (from single to two stages) to control variation in bearing bore.

• Making joyful workplace through 5’s.

• Seventy two Kaizens completed out of 120 Kaizen ideas received from all employees.

• Cost saving through use of non cutting edges of inserts.

• Implementing Modification of product design to reduce handling damages.

Others (employee welfare):

• R/O water plant installed

Inventory Turn Ratio

• RM Stock (97 running components) – norms made.

• Reordering based on scheduled requirement.

• Dead inventory reviewed & reduced

• Daily stock review.

Various corrective measures have been initiated to reduce rejection due to dimensional discrepancies & handling damages e.g. mistake proofing, continuous monitoring through SPC, process layer audit etc.

www.acma-act.in14September 2013

Mr. Ishwari PrasadManager – QACoordinator, ACT Quality ClusterMultitech Auto Pvt. Ltd.

Quality► Three regular items selected in first list

► The process was reviewed & corrected.

Sl.No. Component PPM PPM Actions(BEFORE) (AFTER)

1 Assy. Stg. Col. 1750 1572 Process redesigned

2 S. Shaft 1971 1394 Poka Yoke

3 Hub 1827 1469 Poka Yoke

4 Average 1849 1478 Completed

RAIN WATER HARVESTING & RO WATER TREATMENT PLANT

BENEFITS:-• 90 Kltr capacity storage tanks ensure clean & pure water

availability for usage in plant.• Good quality water (TDS below 14) used in plant – break

down & maintenance time reduced.• Fulfillment of social obligation of saving water for future

generation.

BENEFITS:-

• Cutting oil consumption reduced, approx. savings – Rs.1, 20,000 per month.

• Procurement of 400 ltr distilled water (per day) stopped. Approx.. savings – Rs 75000 annually.

• Tool change frequency reduced. Tool cost/ piece reduced.

1st Runner Up – Kaizen Competition. Held On 31st May, 13

Lifting from floor everytime (Heavy Fatigue)

Storing 50 Nos. on rotary table at a

height of 0.8 meter – No operator fatigue

Before Before AfterAfter

Before Before AfterAfter

3C CONCEPT(CONTACT FREE, COUNT FREE & CLEAN)

New Kaizen Gallery



Ramkrishna Forgings Ltd.

With changing scenario in present market the cost, product quality and other working culture of the organization should be more focused. The ACT/ACMA provided us opportunity through “One Year Quality Cluster Programme” to achieve business excellence. This improvement journey also introduced us with new learning, Best Practices, Visible Changes, Quality and other activities.

Mr. Naresh JalanManaging Director

“One Year Cluster Journey Towards Quality Improvement” driven by ACT/ACMA is really an enterprising and positive programme. It is a structured path for growth and development. Under the polite but firm guidance and control of Mr. KPS Raghuvanshi, Sr. Counselor ACT, we have developed and enriched our way of working, improved housekeeping, safety and many other areas. Remarkable changes in thought process have been witnessed in employees at all levels of the organization.

Mr. D.N.Gupta Plant Head


Rejection in % Rejection in % Rejection in % Rejection in %



0

50

100

150

200

Before After

Setup Time in Mints.

Action Taken v Training on My Machine 15 Operator/ Maint. staffv Clean, Lubricate, Inspect & Tightenv 52 anomalies identified & closedv PM check sheet with visuals accountability introducev Break down data record & review

0

20

40

60

80

100

Before After

Break Down In Hrs Benefits v Reduce Break Down Hrs.v Increase Machine availability.v Now any small abnormality noticed by operator, he

corrects himself or get it corrected by maint. team.

Mr. Manohar Pandey Coordinator ACT ACMA Quality ClusterRamkrishna Forgings Ltd.

We have joined ACT-ACMA Quality Cluster program to continually improve in all aspects to achieve manufacturing excellence. I am noticing a remarkable improvement in manufacturing process engineering, Quality problem solving by using 7QC Tools, Kaizens, Poka Yoke, Tools & Fixture maintenance etc.

There is a positive change in mind-set across all levels which resulted in Total Employee Involvement. Many cost saving projects were completed, resulting in benefit to the company. Through visual displays, presentation technique and the positive competitive spirit within the cluster companies, people are uplifting their talent & professionalism and are striving to achieve better results.

The Quality Cluster journey started with the guidance of Sr. Counselor Mr. KPS Raghuvanshi as per ACT-ACMA Cluster road map. The objective is to create joyful and safer workplace, do more with less resources through training, learning and sharing to reduce rejections, rework etc. The end objective is to supply defect free parts to our customers and delight them through quality supplies reducing our Internal/External rejection PPM. Along with the “5S” improvement, we have improved our VAPCO & ITR by focusing on related costs reductions in all areas.


Samarth Engineering Company Private Limited

Mr. Killol Kamani, Managing Director

Mr. Ashok Shah, CEO, ACT Quality cluster


SMED Project : Machine Name:- 6 Ton MPM

stage with existing die block.Induction heating in place of oil fired.

stage with existing die block.


Mr. Ankit Bharti, Coordinator, Quality clusterSamarth Engg. Co. Pvt. Ltd. , Jamshedpur

Ø Scheduled Meetings with vendors.Ø Audits at vendors end to observe

their progress & to guide them to improve their Processes.

Ø Standard folder of each consisting latest drgs. PDI check sheet , checking method, simple PFD, performance trend .

Ø CFT made to eradicate the defects at the place of occurrence.

Ø Dock audit prior to dispatch to verify the Pre dispatch condition

Ø CTQ & CTP displayed at each stage of manufacturing processes.

Ø Training given to operators & workers to raise Quality awareness.

Ø Process revalidation of products on priority basis.

Before - We were unable to achieve the production target in two shift working. Running the plant for additional shift was incurring a huge cost.

After- Through SMED Approach we have reduced the die change-over time by converting many internal activities into external & parallel activities. Also by being proactive in Die change-over activity we have saved 35 Hrs. per month per press m/c. Horizontal deployment of SMED on 5 Press Machines has fetched us a total saving of 2000 Hrs./ Year (Approx.).

Shining Examples

Kaizen Gallery

Die Storage with identification on Rack, Creating Productive Space.

Joyful Workplace Red Tag Area converted into Assembly shop. Space recovered-

800 Sq. Feet.


Sawalka KEL Pvt. Ltd., Kolkata

Introduction of ACMA Cluster was a sea change for us. Being located in Eastern Part of India with conventional mindsets, it brought us a new lease of life. I am pleased to witness tremendous changes in the plant. These changes have been possible mainly by changing the mindset of our people across all levels. We are thankful to ACMA and our counselor Mr.Raghuvanshi for the up-gradation that we experienced in last 10 months.

Mr. Avinash SawalkaManaging Director

In September 2012, our journey with ACT ACMA Cluster started. We cleared unwanted items kept from number of years, reduced non-value added activities, reclaimed space within our organization, reduced inventory besides number of improvements from small to big. With total employees’ involvement, we were able to utilize the hidden potentials in our HR. Special emphasis was given to quality and safety.

Mr. U.K AgarwallaCEO, ACT Quality Cluster (ER)


The data reflects how our organization got benefits during this 10 months journey of ACT Cluster under the dynamic guidance of Sr. Counselor, Mr. K.P.S Raghuvanshi:

1) Approx 610 Sq. Meter area has been saved/re-claimed by layout changes.

2) ApproxRs. 25 Lac have been earned by disposal of unwanted items by Red Tagging.

3) ApproxRs. 30 Lac have been saved by Kaizen.

4) Material movement reduced from approx. 130 ft. to 15 ft.

5) Unsafe conditions removed from plant which could have been potential hazard.

6) Reduced die set-up time by using SMED projects and finally reduce delivery lead time.

7) All tools were identified, number of shadow board have been made.

8) A new QMS implemented for incoming material with handholding of our vendors based on

“Do not manufacture defective”; “Do not receive defective” and common checking system as per customer’s requirement for approx. 33 items.

Benefits of SMED Acitivity

System Introduced


Mr. Vardhan GuptaCoordinator,ACT, Quality Cluster (ER)

GOOD / BAD WELDING SAMPLE

ACTIONS TAKEN

• ITR:-

RM, WIP & FG – reduced from 60days to 12-15 days.

Daily review & action based on consumption.

• YIELD improvement:-

Procuring cut to size sheets for regular items (15 items).

Review off cuts & use for smaller items.

Layout Changed in Press Shop, improved work condition & delivery. This Kaizen won 2nd runner up in ER on 30th May 2013 (Travel distance reduced from 130 ft. to 15 ft.)

DIE STORAGE - BEFORE SHOP CONDITION - BEFORE SHADOW BOARD - TOOLS - AFTER

2S Trolley For Garden Maintenance3 Machines, 2 Racks Accommodated Renovated, Re – Lay Out to Reduce Material Movement (better Utilisation)

2nd Runner Up Kaizen Award From Mr. AB Lal (Head – TML JSR on 31.5.2013)

1. Unload RM2. Sheet Storage3. 6' Shearing M/c4. 3' Shearing M/c5. Power Press6. Die Rack

1. Unload RM2. Sheet Storage3. 3' Shearing M/c4. 6' Shearing M/c5 to 7 Power Press

he ACMA Awards are today among the most coveted in the auto component industry.We have come a long way since the awards Twere first constituted in the year 1966. That year there was only one award for Export. Successively more categories were added to it time to time. The awards process this year has been further refined to truly reflect current world-class manufacturing practices. Today, there are 7 categories of awards as mentioned below:(a) Excellence in Export (Small and Large *)(b) Excellence in Technology (Small and Large)(c) Excellence in Quality and Productivity (Small and Large)(d) Recognition for Manufacturing Excellence

.* Small- Company Group Turnover < INR 50 Cr., Large- Company Group Turnover > INR 50 Cr.

The details of different categories of ACMA Awards are explained below:

Excellence in Export

The ACMA Export Award gives recognition to outstanding achievements of member units in ‘exports’. It aims at promoting export of value-added products to international OEMs. Criteria like net foreign exchange earned, consistency in export, penetration into new markets etc., are also given due weightage for analyzing a company’s export performance. Thus the aim of the Export Award is to recognize the component manufacturer’s actual export performance.

Key Customer feedback and Manufacturing facility upkeep are also considered while deciding the winners.

Excellence in Technology

ACMA Award for Excellence in Technology recognizes independent innovations by member companies within their own fields of activity, which have, as a result, benefited their customers. The technology Award is given for outstanding innovations by member companies through their efforts, which would benefit the Indian Automotive Industry as a whole.

Small category companies can apply for Process Innovation + Product Innovation, while large companies can apply only for product Innovation.

Key Customer feedback and Manufacturing facility upkeep are also considered important factors for deciding the winners.

Excellence in Quality and Productivity

ACMA introduced this Award to recognize outstanding achievements by member companies in the area of Quality and Productivity. The award criteria focuses the foundation elements needed to build a Quality and Productivity culture in an organization.

Key Customer feedback and Manufacturing facility upkeep are also considered important factors while deciding the winners.

Recognition for Manufacturing Excellence

The “Recognition for Manufacturing Excellence” includes key elements of manufacturing excellence. These elements are grouped into five categories, signifying that it is necessary to integrate them into a complete system to achieve high performance. This recognizes organizations that use Best Manufacturing Strategies and Practices to achieve high performance. Recognition for Manufacturing Excellence is based on the overall performance of the organization, measured against various standard slabs, which are decided by the eminent jury and revised time to time.

It is based on the Shingo Prize Model that is currently administered by Utah University.

Key Customer feedback and Manufacturing facility upkeep are also considered important factors while deciding the winners.

Based on the above, the cluster activities were also developed. The ACT Cluster programs, with specific roadmaps for specific needs of companies, were devised. These programs have facilitated and encouraged companies to strive for excellence on a continuous basis. Through these programs many companies have attained higher levels of performance. Every year, this journey of cluster companies, along with improvement journey of other member companies culminates into ACMA Awards. This motivates and encourages companies to perform better. Recognition for excellent performance adds value to their operations and is considered prestigious. This process also gets Tier I/II companies to undergo calibration with regard to internal processes, it brings about more standardization of operating methods and controls across industry.

In line with all industry process, the ACMA Awards process has also undergone review and improvement cycles. The changes implemented this year are highlighted below:

1) Revised the eligibility criteria for ACMA Awards


ACT NewsApril - August 2013

ACMA Awards– Operational Excellence Journey



Winners of the ACMA Awards (2012-13)Excellence in EXPORT

Certificate of Recognition Stork Rubber Products Pvt. Ltd., Gurgaon

Comstar Automotive Technologies Pvt. Ltd. Chennai

Raunaq Automotive Components Ltd., Uttar-Pradesh

Helvoet Rubber & Plastic Technologies (I) Pvt. Ltd., Pune

Excellence in TECHNOLOGY

Sellowrap Industries Pvt. Ltd., Gurgaon

Stork Rubber Products Pvt. Ltd., Gurgaon

Rockman Industries Ltd., Haridwar

Neolite ZKW Lightings Pvt. Ltd., Bahadurgarh

Sona Koyo Steering Systems Ltd., Dharuhera

Excellence in QUALITY & PRODUCTIVITY

New Swan Autocomp (P) Ltd., Ludhiana

Rucha Technologies Pvt. Ltd., Aurangabad

Stork Rubber Products Pvt. Ltd., Gurgaon

Emitec Emission Control Technologies India Pvt. Ltd., Pune

Neolite ZKW Lightings Pvt. Ltd., Bahadurgarh

Ecocat (India) Pvt. Ltd., Faridabad

Excellence in MANUFACTURING

Subros Ltd., Noida

Rane Brake Lining Ltd., Trichy

Lumax Industries Ltd., Dharuhera

Comstar Automotive Technologies Pvt. Ltd., Chennai

Rockman Industries Ltd., Haridwar

Small Category

Large Category

Small Category

Large Category

Small Category

Large Category

Gold Trophy

Gold Trophy

Gold Trophy

Gold Trophy

Gold Trophy

Gold Trophy

Silver Trophy

Silver Trophy

Silver Trophy

Silver Trophy

Silver Trophy

Silver Trophy

Bronze Trophy

Bronze Trophy

Bronze Trophy

Bronze Trophy

Bronze Trophy

Bronze Trophy

Bronze Trophy

2) Improved Site Assessment Guidelines

3) Revised Scoring system

4) Reduction in total number of pages of an application document

5) Initial scrutiny of application by ACT Team after receipt of the applications

ACMA continues with its tradition of recognizing and conferring awards for excellent performance of its members companies in various fields of operation. ACMA awards process has been refined and honed continuously over the years to make them more meaningful and reflective of true operational excellence. Like last year as part of this evolution process and also to bring about more objectivity, companies were first shortlisted after preliminary assessment by the Jury. This year too, the Site assessment was conducted by carefully chosen Industry Experts for all categories of awards. ACMA Awards process improvement has been guided by Mr. Srivats Ram, Chairman ACT and Mr. C. Narasimhan, Chief Mentor ACT. ACMA thanks the assessors for being a part of this process and submitting detailed assessments reports. The Jury has selflessly contributed, not only in judging the winners, but also in suggesting further improvements in the awards criteria and assessment process. ACMA Awards process is improving year on year, thanks to the valuable inputs provided by the eminent Awards Jury Panel. We thank Assessors for their contribution for site assessment and suggestions for improvements in the assessment process. We thank all applicant companies for participating in the ACMA Awards process and helping ACT team to complete the process in timely manner. ACMA expects that with these ongoing improvements, the awards would become even more prestigious and covetous.

Excellence in EXPORT

Small Category

Certificate of recognition: Stork Rubber Products Pvt. Ltd., Gurgaon manufactures Rubber metal bonded anti-vibration parts for the overseas markets. Their OEM customers include Autoquip Pty Ltd and Febi.

Company has a well-equipped manufacturing set-up with latest production machineries and a very well equipped tool room. Consistent Growth in Exports, Zero import contents, Zero Customer complaints and Zero Royalty payments. They have the capability to develop large range of rubber mountings, dampers, handling small to large volumes to support the customer.

Large Category

Comstar Automotive Technologies Pvt. Ltd. Chennai manufacturer of starter motors, alternators and starter motor kits. OEM customers include Ford, Volvo, Jaguar, Aston Martin, Mazda, Tata Motors and Ashok Leyland–Nissan JV.

Company has pioneered the development and manufacture of start- stop starters. It is also actively engaged in the development of next generation products for the export market. Despite European car sales decline, company’s exports sales has grown. CAGR growth in exports during the year 2010 to 2012 was close to 10%. Handsome growth in sales contribution in exports by new products to FORD & VOLVO.

Raunaq Automotive Components Ltd., Gajraula are market leaders in the field of automotive transmission components. Leading OEM customers including world renowned companies like BMW Germany, KTM Austria, Kubota Japan etc.

The company has focused approach to have leadership in Niche export market.Share of Business with 3 Major Export Customers improved by over 100 % in terms of value in last 2 years.Actively developed parts for variety of segments e.g. 2W/3W/CW/ATV/Tractor Agri/ Parts. Developed complex parts like Torque limiter/DIN 6 quality gears. Plans to get into electric vehicle segment. Achieved approximately 15% growth in sales in 2012-13 as compared to 2010-11.

Helvoet Rubber & Plastic Technologies (India) Pvt. Ltd., Pune are leaders in the manufacture of plastic injection molded components for Fuel systems, braking and engine cooling systems for leading OEM’s like Tata Toyo and Behr India.

Helvoet Rubber & Plastic Technologies’ strength is that it has capabilities from design to process engineering and it has deployed technology to meet export quality standards. Share of business is showing a positive trend. The exports are showing an increasing trend.

Excellence in TECHNOLOGY

Small Category

Sellowrap Industries Pvt. Ltd., Gurgaon

Gold Trophy:

Gold Trophy:

Silver Trophy:

Bronze Trophy:

manufacture of Protective Film Components and Self Adhesive Foam & Vinyl Patches. Leading OEM customers include Nissan & General Motors India.

Company’s NPD Process is strong. QCD parameters for NPD process are being monitored and there is a persistent attention to technology and innovation. Company has a good R & D Set-up. New Technology has benefited in part weight reduction in the tune of 50 %. Availability of in-house capabilities is resulting in growth in new product sales. Improved design ideas are specific to customer requirement for both Domestic and International market. Fully competent team to carry out all activities for NPD with a strong VA/VE activities.

Stork Rubber Products Pvt. Ltd., Gurgaon manufactures of Rubber to metal bonded anti-vibration parts for the overseas markets. Their OEM customers include Autoquip Pty Ltd and Febi.

Company has a well-equipped manufacturing set-up with latest production machineries and a very well equipped tool room. Scientific approach towards realizing and validating the change in process design. They have the capability to develop large range of rubber mountings / dampers, handling small to large volumes to support the customer. Out of box thinking for identifying opportunity for improvement. Mobilizing resources and arranging funds to realize the change. In- house laboratory for testing durability and performance in different environmental conditions.

Large Category

Rockman Industries Ltd., Haridwar manufacturer of die castings and machined parts for Hero moto-Corp, Haridwar and Mahindra & Mahindra. Rockman employs all die-casting routes – low pressure, high pressure and gravity casting routes.

Company has an excellent facility for finish painting of aluminum castings and new products are superior on count of quality & cost. Modified processes offer benefits on productivity and yield improvements. Modified process to conserve energy, reduce lead time, followed by validations. The company has its own R & D facilities for development & supported by qualified engineers. New product growth shows positive trend at 6.8 % as % of sales & also volume wise.

Neolite ZKW Lightings Pvt. Ltd., Bahadurgarh the key products manufactured by Neolite ZKW Lightings Pvt. Ltd. are automotive head lamps, tail lamps, cabin lamps, fog lamps for passenger cars and commercial vehicles. Leading OEM customers include Piaggio & General Motors India.

Company associated with Automotive Lighting for more than 50 years and is the Largest Exporter of Automotive Lighting - Exporting to over 80 countries. Over 45% (Largest) market share in CV segment in India. The process for validation is well established. Robust NPD process is in place. The team has requisite technical experience and strong passion to implement in-house ideas. In-house designers have developed the desired skills to design the products in-house.

Silver Trophy:

Silver Trophy:

Gold Trophy:

Winners of the ACMA Awards (2012-13) are:

Bronze Trophy:

Bronze Trophy:

Sona Koyo Steering Systems Ltd., Dharuhera is the largest manufacturer of steering systems for the passenger car and utility vehicles market in India. Sona Koyo’s customers include major vehicle manufacturers in India such as Maruti-Suzuki, Toyota, Hyundai, Tata Motors, Mahindra & Mahindra, General Motors and Mahindra-Renault.

Company has a modern R&D infrastructure with excellent facilities, skilled manpower for research and validation of product in-line with customer needs.80% of new products are with local technology. Many customers appreciating R&D capabilities. New Product sales, especially exports is very high.

Excellence in QUALITY & PRODUCTIVITY

Small Category

New Swan Autocomp (P) Ltd., Ludhiana manufacturer of Fine Blank Sheet Metal Parts and assemblies for automotive applications. Major Customers are Suzuki Motorcycles India Ltd and Maruti Suzuki India Ltd.

Customer focus is very strong which has resulted in the company winning customer awards year on year. Company’s rating for all customers has been improved over last year. Extensive use of Poka Yoke for CTQ parameters, the company has made dedicated efforts to move to single-piece-flow and product layout. Significant reduction in cycle time achieved. Improvement in the in- house rejection trend & Supplier Rejection over the years.

Rucha Technologies Pvt. Ltd., Aurangabad manufacturer of Pressed Parts, Fabricated assemblies and Plastic Molded Parts. They have the capability for Tool design and manufacturing. Reputed MNC customers include Volkswagen & Chrysler.

Company has state-of-art facilities in Stamping, Welding, Molding and Tool Room. The company employs strong process of customer complaint analysis, extensive application of Poka-Yoke for CTQ parameters & enjoys Zero warranty failures. Customer rating improved. Break downs are near to zero. Systematic approach for reducing set up time. Net sales seen improvement YOY.

Stork Rubber Products Pvt. Ltd., Gurgaon, manufacturer of Rubber to metal bonded anti-vibration parts for the overseas markets. Their OEM customers include Autoquip Pty Ltd and Febi.

Company has a well-equipped manufacturing set-up with latest production machineries and a very well equipped tool room. Software based documented system that handles engineering specification of more than 500 parts. Achieved better level of Quality PPM. Focused and structured programs for conservation of energy, air and water.

Large Category

Emitec Emission Control Technologies India Pvt. Ltd., Pune engaged in the manufacture of various types of structured catalysts. OEM customers include Bajaj Auto Ltd & Hero Moto Corp.

The company has a strong technical base which is supported by well trained work force and forward looking management team.

Gold Trophy:

Gold Trophy:

Silver Trophy:

The entire facility is very modern and well maintained. A high level of IT integration is evident in operations. The recently rolled out TPM initiative is very timely. Excellent customer performance rating. Effective utilization of 8D tool for every customer complaint. Revisiting FMEA for all quality issues is practiced and evident. Lean manufacturing principles practiced from factory layout stage itself. Zero warranty rejection from last 6 years. Reducing trend of COPQ.

Neolite ZKW Lightings Pvt. Ltd., Bahadurgarh the key products manufactured by Neolite ZKW Lightings Pvt. Ltd. are head lamps, tail lamps, cabin lamps, fog lamps etc. for passenger cars and commercial vehicles. Leading OEM customers include Piaggio & General Motors India.

Company makes use of my machine concept to improve OEE of critical machines. They ensure customer complaints are addressed through effective poka-yoke & horizontal deployment across similar products.Has won 4 customer award in second year of operation. Zero warranty claim in 2012-13. Good process for supplier improvement and support to suppliers. Value addition per employee cost has improved over last year. Value addition on net sale has also improved.

Bronze Trophy: Ecocat (India) Pvt. Ltd., Faridabad is an exhaust gas catalyst manufacturer supplying after treatment systems to vehicle & engine manufacturers include TATA Motors and Mahindra & Mahindra.

A highly efficient manufacturing method is employed by Company for the production of ECOCAT substrates. POC is a new catalyst concept designed and developed for diesel engines to achieve EURO 3, 4 and 5 emission limits. The company has developed a unique coating method called Differentiated Chemistry Technology to enhance catalyst selectivity. ‘0’ PPM – with all customers. The Quality and Delivery performance is par excellence.

Excellence in MANUFACTURING

Subros Limited, Noida is engaged in manufacturing Automotive Air Conditioning & Thermal Engineering Systems. OEM customers include Maruti-Suzuki India Ltd & Tata Motors Ltd.

Company’s leadership has created an excellent work environment, structured approach for innovation and market research, Material Handling is excellent, Customer complaints &returns are consistently zero and breakdowns are negligible.TML and MSILShare shows improvement, Value additions to net sales improving.

Rane Brake Lining Ltd., Trichy is in design, manufacture and supply of Disc Brake Pads for passenger cars and Brake Linings for commercial vehicles.

Company has State of the art manufacturing technology, All CTQs are covered with Poka-Yoke, ONLINE mimic diagram for better visual control, System for man machine interface to entire process. Unique initiatives like -‘No Agenda’ meeting of employees and ‘Gurukul’ training. Plant has been awarded 5 Star award for best 5 S practices from QCFI. Internal rejections shows positive trend, rejection ppm lower than industry standard. Customer satisfaction is 100%, improved trend for COPQ, customer complaints & returns. Zero field /warranty filed returns & mis-shipments.

Silver Trophy:

Silver Trophy:

Gold Trophy:

Bronze Trophy:

Bronze Trophy:

Lumax Industries Ltd., Dharuhera manufacturer of Automotive Lighting for both 2-Wheelers and 4-Wheelers. OEM customers include Maruti-Suzuki & Honda Motorcycle & Scooters India Ltd.

Company has a strong policy deployment in place, Leadership focus is visible and strong review mechanism is in place. Manufacturing practices are under lean flow. Most of the areas“WIP On wheels concept“followed. Support teams motivated and supplier improvement programs initiated. All parameters related to SQDC are being monitored by using IT. Many customer awards received. Improved trend of manpower productivity, energy saving& inventory turns and reduction in supplier rejection.

Comstar Automotive Technologies Pvt. Ltd., Chennai is internationally active in custom-made development and manufacturing of Starters, Alternators & Starter kits for Ford North America and Volvo Europe.

Company’s strategy for positioning in new product development space is very realistic. Engaging with customers and vendors on concurrent engineering is on sound lines. Plant is a true visual factory & has recently added fully automatic assembly and testing capacity for high volume critical products. Hygiene levels are excellent. Control and handling of waste is done systematically. The processes leading to vendor

engagement are very robust. Manpower productivity consistently going up. Supplier quality system monitoring is robust. Customer satisfaction performance is steadily on the rise. Drastic reduction in COPQ &warranty rejection from last 3 years, zero mis-shipments.

Rockman Industries Ltd., Haridwar manufacturer of die castings and machined parts for Hero moto-Corp, Haridwar and Mahindra & Mahindra. Rockman employs all die-casting routes – low pressure, high pressure and gravity casting routes.

Company has an excellent facility for finish painting of aluminum castings and new products are superior on count of quality & cost. Modified processes offer benefits on productivity and yield improvements. Excellent work piece flow by 3 C containers (count free, contact free&& clean). CTQs are identified for SPC monitoring. Cost of poor quality is reducing consistently last three years, Drastic reduction in complaints is observed. Positive trend on warranty achieved by application of PFMEA, CTQs & Root cause analysis. No miss-shipment in last three years. Both the customers (HMCL, M &M ) allocate 100 % share of the components supplied. Value addition to net sales shows positive trend.

Bronze Trophy:

Complied BySapana Baravkar, ACT Counselor

ACMA Awards Jury for the year 2012-13

All the Awardees have been selected by a panel of eminent Jury. Mr. Vikram Kirloskar, Vice Chairman, Toyota Kirloskar Motors Ltd., Bangalore, was the Chairman of the ACMA Awards’ Jury for 2012-13. Other members of the Jury were Mr I V Rao, Advisor MSIL (Maruti Suzuki India Ltd)& Director (Maruti Centre for Excellence) MACE, New Delhi, Mr. Pradeep Shrivastava, Chief Operating Officer, Bajaj Auto Ltd., Pune, Mr. Rajesh Sinha, Sr. Vice President, John Deere Equipments (Pune), Mr. Anil Sinha, Plant Head – CVBU, Tata Motors (Pune) and Mr. Hemant Sikka, Sr. Vice President, Head–Sourcing, Mahindra & Mahindra, Mumbai.

Mr Vikram KirloskarChairman, Jury

Mr. I V RaoMember

Mr. Pradeep ShrivastavaMember

Mr. Rajesh SinhaMember

Mr. Anil SinhaMember

Mr. Hemant SikkaMember



ACMA Awards Assessors Our sincere appreciation for the effort and quality time provided by all Assessors for the Site Assessment of the shortlisted companies for ACMA Awards 2012-13.

A.N. Raman PartnerRaman Associates cost accountants, Chennai

Anil V.TrivediEx. GM (Manufacturing)Tata Motors, Pune

Ashok KumarManaging DirectorEMT International, Delhi NCR

Himanshu Sharma Senior CounselorMaruti Centre for Excellence (MACE), Delhi NCR

Kanwarjit SinghManaging DirectorInapex Pvt. Ltd., Delhi NCR

Keshab SenVice PresidentFoton Motors Manufacturing India Pvt Ltd, Pune

Lokesh PandeyGM Quality & ReliabilityJCB Limited, Delhi NCR

M.T.PathakConsultant Goldratt India, Pune

Mohan RamSenior AdvisorIndian Machine Tools Manufactures Associations, Bangalore

Mrugesh K. GandhiSenior GM (Manufacturing)Godrej & Boyce Ltd., Mohali

Narpender SinghHead SupplyForbes Marshall, Pune

Nitin TilakDeputy General ManagerTata Motors Ltd., Pantnagar

Paramjit Singh ChadhaVice President (Sales, Purchase & QC)Continental Automotive Brake Systems (I) Pvt Ltd, Delhi/Gurgaon

Pendase AbhayAssociate Vice PresidentGodrej & Boyce Mfg Co Ltd-Lawkim, Pune

Pravin Kumar Senior CounselorMaruti Centre for Excellence (MACE), Delhi NCR

Pravin Malhotra Managing DirectorNipman Fastener Industries Pvt. Ltd, Delhi NCR

R.Sundararaman Jt. Managing DirectorUcal Fuel Systems Ltd., Chennai

RajanbabuDirectorLitens Automotive (I) Pvt Ltd, Pune

RajaramVice PresidentWheels India Ltd, Chennai

Rajinder Singh Vice PresidentMahindra Institute Of Quality, Pune

Rakesh KhannaConsultant New BusinessToyota Tsusho India Private Limited, Gurgaon

Ramesh Sabnis Vice President - OperationsMenon & Menon Ltd, Aurangabad

Ranjan VasishthaManaging DirectorQuantum Jump Consulting Group, Delhi NCR

Ravinder KumarPrincipal CounselorConfederation of Indian (CII), Mohali

S. K SinghalPrincipal CounselorMaruti Centre for Excellence (MACE), Delhi NCR

Sanjay Sharma DGM - Quality AssuranceRico Auto Industries Ltd., Delhi NCR

Satish MachaniManaging DirectorStumpp Schuele Somappa Springs Ltd, Bangalore

Shekar M.ThoratEx. Director Metalman Auto pvt. Ltd, Aurangabad

T R NarasimhanSenior Manager TQM & 6 SigmaWabco India Ltd., Chennai

V. KrishnamurthyManaging DirectorAutomobile Corporation Goa Limited, Goa

V. Thiagarajan General Manager -TQM & 6 SigmaWabco India Ltd., Chennai

V.Gandhi Plant HeadTata Motors Ltd., Pantnagar



The 8th National Quality Circle Competition was successfully organized on 24th August 2013, in New Delhi, in which regional winners contested for the 1, 2 & 3 positions. An eminent Jury, comprising experts from OEMs adjudged the presentations made by the regional winners (Total 9 teams competed). Following was the Jury of 8th National QC Competition:Mr A Suresh, AGM, TVS Motor Company Ltd. Mr. A Mitra, General Manager (Quality Assurance), Maruti Suzuki India LtdMr K K Muthu, President, Corporate Consultancy Services

Winners of 8th National Quality Circle Competition are:

8th National Quality Circle Competition

National Winner for Year 2012-13“Petunia” Quality Circle Team from Harita Seating Systems Ltd., Hosur The company manufactures Seats for tractors, off – road vehicles, commercial vehicles and buses. Quality problem selected by the team was “High breakdown in Powder coating Pre-treatment line” The team has systematically used 7 QC Tools to find out the root cause.Various counter-measures implemented, have resulted in following:• Elimination of breakdown provides more convenient working

environment & motivation.• Provided safety limit switch for Elimination of lifting chain cut &

fall down.• Productivity increased from 78runs/day to 84 Runs/day.• Rejection reduced from 1.3 % to 0.4 %.• Cost saved - Rs 13.53 Lakhs / annum.• Achieved JIT supply management.

1st Runner Up“Sunrise” Quality Circle Team from Rane TRW Steering Systems Ltd., ViralimalaiThe company manufactures Fully integrated gears, hydraulic pump, power rack & piston steering gears, seat belt and plastic reservoir. The quality problem selected by the team was “Insert Consumption High in sector shaft Long barrel turning (Sector & Rough) operation in Mazak-1 machine”.Efforts of the team resulted into:• Capacity increased from 7162 to 10216 Components/Month. in

Mazak Machine.• Total Cost Save Per Year - 2,50,260 INR

2nd Runner Up“Saksham “ Team from Minda Industries Ltd., ManesarThe company is engaged in manufacturing of Switches, lighting, battery, blow moulded products, handle bar assembly, sensors, actuators, controllers, alternator & starters, automotive horns, heater control panel and seats. The problem selected by the team was “Resolve quality and fitment issues in MI-7667, Handle Holder Lower” After applying various QC Tools, the team has achieved the following:• Rejection reduce from 31677 PPM (Internal) TO 0 (100%) PPM.

Implement 1 Poka yoke and 7 inspection improvement.• Productivity increase : 3 % by reducing the Scrap qty.• Cost saving 4,45,000 Rs/ Annum• Due to reduction in rejection, improvement in delivery.• Provided safety sensor on fixture to avoid the chances of accidents.


8th National Quality Circle Competition, New Delhi

(from Left to Right) Mr. Rattan Kapur, Chairman – Supply Chain Committee ACMA, Mr. KK Muthu, President, Corporate

Consultancy Services, Mr. A Mitra, General Manager (Quality Assurance), Maruti Suzuki India Ltd,

Mr A Suresh, AGM, TVS Motor Company Ltd.

Northern Region

Western Region

Southern Region

1st Prize Achievers Minda Corporation Ltd.2nd Prize Saksham Minda Industries Ltd3rd Prize New Dhruv Napino Auto & Electronics Ltd.

1st Prize Lakshya Yazaki India Ltd, Pune2nd Prize Ravi Kiran RSB Transmissions (I) Ltd3rd Prize Eklavya Honeywell Turbo Technologies India Pvt Ltd.

1st Prize Sunrise Team Rane TRW Steering Systems Ltd.2nd Prize Petunia Team Harita Seating Systems Ltd. 3rd Prize Jaguar Team Sundaram Clayton Ltd. (Hosur)

Regional Award Winners

Achievers Team from Minda Corporation Ltd.

Lakshya Team from Yazaki India Ltd, Pune Sunrise Team from Rane TRW Steering Systems Ltd.

Northern Region:

Western Region Southern Region

To Recognize the outstanding contribution of the associates, the QC Circle Team, who won the First position in the National QC Competition is invited to the ACMA Annual Session for receiving the Trophy form the Chief Guest.


Launch of SME Cluster for Pantnagar, 18th April, 2013 - Rudrapur

Launch of SME Cluster for Northern Region, 24th June, 2013 - New Delhi

Train the Trainer - Productivity Improvement'(5 days Spread over 5 Months), 29th July,2013, New Delhi

Launch of Pre-Cluster Quality Project for Elcomponics Sales Pvt. Ltd. & Jumps Auto Industries Ltd., Delhi NCR - June & July, 2013

New Clusters and Training Programmes by ACT April - August 2013

35


1. One Day Training Program on “Activity Analysis (Product /Person /Machine)’’, Pune 22nd May, 2013

2. Launch of ACT SME Cluster for Pantnagar18th April, 2013

3. Launch of ACT SME Cluster for Northern Region, New Delhi24th June, 2013

4. Launch of Pre-Cluster Project for Elcomponics Sales & Jumps Auto, Delhi NCRJune/July, 2013.

5. Train the Trainer - Productivity Improvement' (5 days Spread over 5 Months), New Delhi29th July, 2013

6. Distribution of ACMA Awards, New Delhi5th September, 2013

7. Release of “ACT Now” Special Issue, New DelhiSeptember, 2013

Missed Activities Forthcoming Activities

1. Closing of ACT Foundation Cluster – 7 & Launch of ACT Foundation Cluster – 8, New DelhiSeptember, 2013

2. Closing of ACT Advance Cluster – 3 & Launch of ACT Advance Cluster – 4, New DelhiSeptember, 2013

3. Closing of ACT Bosch SME Cluster (Southern Region) & Launch of ACT SME Cluster (Southern Region) September, 2013

4. Closing of 1st ACT Engineering ClusterOctober, 2013

5. Launch of New Product Introduction Cluster – I (Proposed)January, 2014

View Brochure1

Documents

Transcript of View Brochure1