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2

# Agenda;-

1 About us

2 Our Motto

3 Vision & Mission

4 What we do

5 How we Work & Approach

6 What we Achieved

7 Customers

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Established in 2011. Our Objective is

To help and Improve Plant Operational Efficiency. As a value adding partner to our customers.

Our Moto:- Moving Impossible to I’m Possible Approved And Recognised as the best Lean Consultant - Pilot batch by MSME/ NPC - April 2015

About Us:

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QMS Lean SPES TPM TQM

Quality System Upgradation Measurement of Customer Satisfaction System Upgradation Total

Quality

Management

• Elimination of Waste • PokaYoke / Productivity improvement / Training • .Inventory reduction / Other Lean activity viz.Cluster

• Supplier Management

Programme management• Logistics

• Model machine Concept• Reduce Losses and Improve

Operational Efficiency

What We Do……

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What How Expected Result

QMS

• Upgradation to Auto OEM requirements. Including sustenance development ( Health & Safety)

• System Upgradation• NPD system upgradation• Problem Solving• Fire wall / gate for Zero PPM &

System stabilizing.

Educate, Establish, & Monitor

Meet the Auto OEM Requirements Reduced New product Development time Consistent System driven approach

Lean

•Introduce Lean concepts, •VSM•NVA reduction•Automations - Low cost

• Educate• Implement & • Monitor.• Hand holding for

Horizontal deployment

Process Cost Reduction Inventory reduction Rejection Reduction Productivity Improvement Streamlined flow of product

SPES

• Upgradation of Process both Supplier & In-house to meet Customer requirements

• Evaluate Process efficiency

• Suggest & Implement Improvement ideas

Process with required controls and consistent product

Improve STR and reduce rework & rejections

What We Do……QMS Lean SPES TPM TQM

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What How Expected Result

Training

• Lean tools• Quality tools• DOE• Fire wall• VAVE

• Training• Case study - In-house• Evaluate• Hand Holding

Trained professionals Improved Operational efficiency

TPM• Introduction of Model

machine Concepts.

• Educate• Implement & • Monitor.• Hand holding for Horizontal deployment

Improved OEE of the machine Improved Quality Improved Productivity Reduced MTTR Improved MTBF

TQM• Transforming Business

through Operational Excellence

• DRM• QPD• Business Plan• Bench marking• Gap analysis• Training• Implementation

• The Top-Line Transformation • The Transformation in New Product Development• The Bottom-Line Transformation

Improved Plant Operational Efficiency Global Competency

Others • Cluster • MSME & NPC Lean benefits

What We Do……

QMS Lean SPES TPM TQM

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Total Quality Management

5 SWork Place Management System

SCM PM

TPM

TQM

LeanMZK

Total Productive Maintenance

Lean Manufacturing System

Industrial Engineering

& Value Engineering

Supply Chain Management

Supplier Process Evaluation(Monozukuri)

IE & VE

How to Improve the Performance Efficiency

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Support Steps (Procedure):1. Share understanding about tasks and aimed target with

Management2. Develop and agree the improvement action plan3. Formulation of teams & Assign Responsibility for completion of

actions.4. Make a schedule for confirming improvement progress

Presentation of Case studies

Review of the statusAs per the schedule agreed

Implementation in areas of

1.Process design2.Trial management3.QMS / SPES Management4.Production Planning and

change control5.Process control6.Gemba Improvement

Improvement Opportunity Decision

Evaluation of Work content

Share Scope and Areas Required1

3

4

5

2

How We Work……

Detail Evaluation, if necessary

Completion of Project & Presentation to Management

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Lean - Improvement Activity - Methodology

Gemba = ‘Actual Place’ or ‘The Place Where It Happens’Gembutsu = ‘Actual thing’ or ‘Actual Product’Genjitsu = ‘The Facts’ or ‘The Truth’

Basic Techniques(Quantitative)

• Current Loss Analysis

• Identify Problems

• Identify areas of improvement

Kaizen View point / Concept(Qualitative)

• Create ideas to achieve goals

• Create Proposals

• Estimate effectiveness

• Implementation

• Measure results

• Follow up

Kaizen Implementation

Reduce WIPImprove

ProductivityReduce

InventoryIncrease Quality

Skills advanced with each Cycle

Techniques put into Practice

• How to see Gemba, Gembutsu, Genjitsu• Thinking process• How to use the analysis techniques• How to apply the Kaizen principles• Kaizen cycle

How We Approach……

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Aug ‘11-March ‘16 Future >>

Areas operatedNo. of

customers worked with

Overall Plant Efficiency ImprovementQMSOEM Requirements - VDA 6.3, ASES,…..SHETPSLEANSPESTPMTQMRe SourcingMARKETINGProduct DevelopmentDOE andFire wall systemSpecial Trainings

Overall Plant Efficiency Improvement 6

QMS 6

VDA 6.3 - Gap analysis & Readiness for Customer Audit 1

ASES - Gap analysis & Readiness for Customer Audit 3

SHE (Safety, Health & Environment) 1 (23 Suppliers)

TPS 3

Lean (Refer training tools) 43 (Refer trailing cells) *

OEE 5 *

Productivity 12 *

Waste elimination 8 *

Cost / inventory reduction 7 *

Process Improve / 5S 10 *

Others (Fire wall / Source Development) 4

Clients Assessment for IMEA along with Sullivan & Frost 15-16 15

Where we are and going to be….

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Case Studies… QMS & OPERATIONAL EFFICIENCY

• 6 Clients improved on Plant Operational Efficiency• 3 Clients were Accredited by Auto OEM for Regular Supply of parts.• 1 Client was Accredited by Global white Goods leader for Regular supply of Parts.• 3 Clients were modified with lean layout, process improvements (30% space saved)• 2 Clients were ISO certified• Design of Experiment (DOE) implemented for 1 client to stabilize process and reduce rejection by 20%• Innovative Plastic mould release spray introduced for many clients reducing cost of release by 75%

(Example case study : Rs. 2.40 to Rs.0.60)

Rejected

Accepted – With time line

Minimum Required standard

0

40

60

80

100

Supplier

RenNiOEM Accreditaions,innovations and Lean Implementation:-Improving Operational efficiency

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Case Studies…OPERATIONAL EFFICIENCYOperational Efficiency Improvement:

About Assignment;-:Improve Plant Operational Efficiency

Benefits Derived (2014-16):

CLIENT 1 CLIENT 2Turn over increased from 5.8 Crs to 16 Crs Turn over increased from 0.75 Crs to 1.8 Crs

Bottom line increased by 7% from current level Bottom line increased by 12% from current level

Product cost saved nearly 15 lacs/annum through VAVE Activities

Product cost saved nearly 5 lacs/annum through nominated source

Quality rejection @ customer end brought down to 0 ppm from 15000 ppm (Firewall)

Layout modification to suit process and incidentally saved 3000 sq ft area

Employee motivation with job links to business objectives

Bridge Management Objectives and Bottom level objectives through Quality Policy Deployment

Welfare Schemes introduced (Lunch, Uniform, Incentive,……)

Expanding Export oriented growth by making business trips to USA, Europe countries

Establishment of “Applitech” – A new unit for experiencing in Mass production setup as well as Business Growth

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Case Studies…PROCESS FLOW LAYOUTEstablishing Toyota Production System Concept:

About Assignment;- Single Piece flow concept implemented. This accomplished the following TPS principles:

1) Create continuous process flow to bring problem to the surface2) Use “PULL” system to avoid Over production3) Level out the workload

Before After

• Productivity improved (5400 to 6000)• Work load leveled out. 3 Man power saved• No WIP maintained in the shop floor• Single piece flow followed• Rejections reduced because filtered station wise

Client 1

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Case Studies…PROCESS FLOW LAYOUT

Establishing Toyota Production System Concept:About Assignment;-:Single Piece flow concept implemented. This accomplished the following TPS principles:1) Create continuous process flow to bring problem to the surface2) Use “PULL” system to avoid Over production3) Level out the workload

Before

After

• Cell Manufacturing Concept established and 5 new additional machines accommodated.• Shop floor area saved nearly 40% which can be used for further business development

Client 2

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Case Studies…CUSTOMER PPM REDUCTION

Reducing Incoming rejection by establishing Firewall Station:About Assignment;-:Threat at incoming for the Customer needing Sorting, Line Stops etc. .RenNi undertook a Fire Wall operation on the Major Supplier taking in to Stock of 6 months customer concerns, internal and supplier Rejection and erected the Fire Wall at the Supplier after Final inspection. Trained operators, with dedicated Product quality Standards were put in to operation.After establishing ZERO PPM at customer, the internal Process is stabilized.

Client 1

Client 2

0 PPM

CUSTOMER PPM TREND

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Case Studies…. BENEFITS – CLUSTER 1

Before After650007000075000800008500090000

74000

86400

PRODUCTION CAPACITY (Nos)

Before After05

10152025 21.6

8.28

INVENTORY (Rs IN LACS)

Before After0

1020304050 39.6

22.8

LEAD TIME (HRS)

Before After0

50100150200 155

115

SETUP TIME (HRS)

Before After0

50

100

150100

50

SPACE UTILISATION (SQ FT)

Before After0%

20%40%60%80%

100%

47%

85%

OEE (%)

Before After0

5

10 8

4

OVER TRANSPORTATION (METERS)

Before After0%5%

10%15% 10%

2%

INHOUSE REJECTION (%)Before After

01234

0

2.91

SAVINGS (Rs IN LACS)

Operational Efficiency improved in 10 months duration:

Before After0

102030

0

20

KAIZENS (Rs IN Nos)

PARTICULARS UNITS PRE INTERVENTION

POST INTERVENTION

% OF CHANGE

Production Capacity NOS 74400 86400 16%Inventory turnover (Rs) Rs 2160000 828000 62%Lead time (Hrs) Hrs 39.6 22.8 42%Machine utilisation or OEE % 47 85 81%Space utilisation Sq ft 100 50 50%Set up time Mins 9300 6900 26%Over transportation Meters 8 4 50%Quality In house rejection PPM 104460 19200 82%Savings Rs --- 291432 ---Kaizen NOS --- 20 ---

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Case Studies…. BENEFITS – CLUSTER 2

Before After420000

440000

460000

480000

500000

446982

492708

PRODUCTION CAPACITY (Nos)

Before After02468

1012

0

9.6

SCRAP SALVAGE VALUE (Rs LAKHS)

Before After0

500

1000

1500

0

1010

LEAD TIME (HRS)

Before After0

100200300400500 444

96

OVER WAITING TIME (MINS)

Before After0

2000

4000

6000 5040

2920

SPACE UTILISATION (SQ FT)

Before After0.00

1000.00

2000.00

3000.002688.

001680.

00

MACHINE UTILISATION (Hrs)

Before After0

50

100 92.662.8

INVENTORY TURN OVER (LAKHS)

Before After0

50000100000150000

137568

46332

INHOUSE REJECTION (%)Before After

05

101520

0

16.8

SAVINGS (Rs IN LACS)

Operational Efficiency improved in 10 months duration:

Before After0

102030

0

25

KAIZENS (Rs IN Nos)

PARTICULARS UNITS PRE INTERVENTION

POST INTERVENTION

% OF CHANGE

Production Capacity NOS 446982.00 492708.00 10%

Scrap Salvage Value Rs --- 960000.00 ---

Inventory turnover (Rs) Rs 9264000.00 6288000.00 32%Lead time (Hrs) Hrs --- 1010.00 ---Machine utilisation or OEE Hrs 2688.00 1680.00 38%Space utilisation Sq ft 5040.00 2920.00 42%Over waiting Time Mins 444.00 96.00 78%Quality Inhouse rejection PPM 137568 46332 66%Savings Rs --- 1683260.00 ---Kaizen NOS --- 25 ---

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Case Studies .... with Associated ClientsOther Activities Performed:With ATKEARNEY as Special Consultant;-• As special consultant for studying at their OEM customer to reduce material cost by 10% on Components, by applying Lean Manufacturing, Design Innovations and alternate material ideas. Successfully completed…..

Sylvain & frost as special consultant:-• Under took as special consultant and completed 4 Business proposal—Technical study & project reporting .and Revival Strategy. ( Foundry, M/C shop, Forging, and Gen Set)• Special External Auditor for IMEA (India Manufacturing Excellence Award) for the year 2015 & 2016

OTHERS• Product Development ( design, development & backward integration)• Undertook Lean cluster improvements as an authorized Lean Consultant by MSME/NPC (India) • Professional Director for Nisco Group, Chennai

HMG on training• Conduct national wide training on special and specific subjects on Request..2 events..5 cities….

JM Fric Tech for R&D centre Establishment;• Design Development Centre for their hydraulic Cylinders to Off high way Vehicle. SYB Consultant:

• Act as an extended arm of this French Consultant in their Technical/ management Needs as their representative with their OEM/ T1 Customers.

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Our Customers……  

a EIM India - NewBridge Partners

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Our Customers – Cluster 1&2

t u b i c o r

 

Established By Whirl Pool / MSME;-About Clients;--

Whirl pool in conjunction with MSME/ NPC, established this LEAN CLUSTER-1 & 2, for their T1 Suppliers..The supplier Combination consists of Injection molded plastics, springs, Corrugated box packing material, vacummised Extrusion, PCB manufacturing, Expanded polystyrene ( thermocoal), Aluminium castings, sheet metal, stainless steel pressing & fabrication, Injection molding ,sub assemblies.. etc.

Vimprotech

Sri Mother Plastics

Technotubes

Venus Polymers

KOSH INNOVATIONS

MTV & MKM

CLUSTER 1 CLUSTER 2

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CORPORATE OFFICE:

13/3, Shresta Riverside Apartment,

Wood Creek Road,

Nandambakkam,

Chennai – 600 089

Tamilnadu, India

Email : renniconsultancy@gmail.com

Ph : 098402 79455 / 044-4285 0026

BRANCH OFFICE:

Flat No. 203, House No. 2-2-1137/3/1

Surya Enclave,

New Nallakunta,

Hyderabad – 500 044

Andhra Pradesh, India

Email : renniconsultancy@gmail.com

Ph : 089788 56702 / 040-27550742

Contact Us…….

‘Let Us See What's Not Working’

Thank You