INNOVATION FORUM Presentation
7.02.2017
EMPLOYEE ENGAGEMENT AND COMPETENCE BUILDING THROUGH LEAN IMPLEMENTATION AT VOLTAMP
What is the Business Agenda?
What is Lean?
4
It is all about Waste Elimination
Non Value added wastages
“Anything customer is not willing to pay”
Process Factory Before Lean
6
Long lead time to manufacture
Excess Inventory
Poor On time delivery
Internal rework
Inadequate Accountability
Lean Management
7
Project Objectives
Implement Lean Manufacturing system that will
enhance profitability through: Increased throughput
Reduce defects
Reduce Inventory
Improve employee morale & competency
9
Effectiveness and Efficiency analysis
10
Sample Tanking Process
Insulation process
Lean Transformation Initiatives
Kitting Trolley
Lean Flow Layout
Kaizen Projects Dashboards Kanban systems
Visual Management
11
Proc1 Proc2 Proc3 Proc4
Change Management
12
Workmen Training Floor Marking - PEEP
Winding Inventory-before
Epoxy Flooring
Daily Stand-up Meeting
Minimum WIP
Total Productive Maintenance- as
support to LEAN
TPM can be defined as:
A company wide team based effort to build quality into
equipment and to improve overall equipment effectiveness
Total
All employees are involved
It aims to eliminate all accidents, defects and breakdown
Productive
Actions are performed while production goes on
Troubles for production are minimized
Maintenance
Keep in good condition
Repair, clean and lubricate
TPM is productive maintenance carried out by all
employees through small group activities
Seiichi Nakajima
Introduction to TPM
TPM Definition
Shift in Attitudes
Operator Maintenance
Conventional
I use I maintain &
I fix
Operator
TPM
We maintain
Maintenance
Involvement of all employees from CEO to shop floor front
liners.
Involvement of every department in implementing TPM -
Engineering, Production, Maintenance, Quality, Administrative
and other support functions.
Education and Training to know more about equipment
related knowledge, develop and practice to acquire
necessary skills.
Proven Systems for managing safety, industrial
hygiene and accomplish zero pollution.
TPM - Supporting Strategies
CEO Addressing the Team
17
After – Lean Flow Manufacturing
18
Increased throughput
First Time Right (FTR) Transformers
Transformer output focused instead winding
Least WIP – Days quantity only
High Employee Morale
Team accountability & House keeping
Dust free and air conditioned Environment
Operator friendly atmosphere
Clean world class manufacturing facility
Marked floor with limited inventory
Ergonomically improved working area
Value Stream1 Performance
21
From 8th August to 8th September 2014
132 Jobs in One Month
LEAN Achievements
S. No Metric % Improvement
1 Sales Turnover / month 40%
2 FG Quality - FTR
(Internal rework)
45%
3 Revenue per employee 12%
22
Proposed Lean Ops structure
GM-Ops
Resource planning
HRM SCM Value Streams In-
charge Internal Supply
chain
CEO
23
VS-1
VS-3
VS-2
Blue collar:
• VS-1: 22
• VS-2: 29
• VS-3: 34
• Internal SC: 39
• Support services: 23
• TOTAL = 147
Outcome of Lean for Employees
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• Better working environment •Team work •Work satisfaction •Morale building •Accountability •Self actualization •Feeling of Backing from the management
Out come for organization
25
O N D Q1 Q2 Q3 Q4
100%
170%
140%
Base Line Before Lean 2013-14
Target 2014-15
70% Growth
in revenue
Phase-1 Outcome
Phase-2 Outcome
40% Growth
30% Growth
2014 Month 2015 Quarter
After failing to climb mount Everest, the reply of
a great man:
“ I will come again and conquer you
because as a mountain you cannot grow,
but as human being I can !! “
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