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Presentation Guidelines

Case Study ---------Zero Defect Drive

By Laxmikant Mishra

2/28

₹ 56 B Group Turn over (FY17)

58 Plants Globally

15 Joint Ventures

8 R&D Centers

20+ Product lines

145+ Product Patents

165+ Design Registrations

Uno Minda Group at a Glance

3/28Mindarika At a Glance (An Indo Japanese Joint Venture)

₹ 6.4 B MRPL Turnover (FY17)

4 Plants PAN India

(TokaiRika) Joint Venture

1 R&D Center

180+ Product lines

49 Product Patents

34 Design Registrations

MRPL – PUNE# Employees – 574# Area - 12000 m2

MRPL - MANESAR, (GURGAON)# Employees – 1112# Area - 15965 m2

MRPL – GUJARAT# Employees - 135 # Area 33000 m2

MRPL – CHENNAI# Employees - 500 # Area - 10000 m2

4/28Mindarika Product Range

PANEL SWITCHES

E-HVAC PANEL ASSEMBLIES

WIPER SWITCHAUDIO SWITCH LIGHT SWITCH

DOOR LAMP SWITCH

MIRROR SWITCHPOWER WINDOW SWITCHESPLUNGER SWITCH

CIG/ ASSY SOCKET LIGHTER SWITCH

5/28Company With Defects

Defect Defect

Company makes Loss

Unhappy Stakeholders

Defect

6/28What’s in Zero defect company ?

Top Management’s Involvement & Commitment• Quality First Culture • Pain of Customer complaint• Equal, if not more, time spent on quality compared to money.• Investment and recourses for quality ahead of business enhancement.

People• Trained, Passionate & Capable• Attitude of continuous improvement.• TEI through Kaizens, Quality circle etc.• Learning opportunities.

Systems & Processes• Rules and Standards.• Adherence by everyone• Evaluation by results.• Continuous learning and improvement.

7/28Mindarika Introspection

We had all that is required to be a zero defect company, but still Not achieving Zero Defect.

We were not able to understand the reason why we did not achieve Zero Defect despite everything else in place.

We started becoming defensive and our response to customer started changing from “Analytical” to “Justification”-“Transparent” to “Non Transparent”.

We Needed to Step Back, Reinvent ourselves & Reinforce Quality mind-set with target of Zero defect…

We Needed to dig Deeper and Wider…

8/28

People Motivation & Involvement

Supplier Support

Material handling (Single piece flow)

Organization StructureSkill Development & Deployment through DOJO

Mould / Die/ Jig / Machine maintenance.Tool Duplication

Flash free DriveTPM

METHOD MATERIALMAN MACHINE

Top Management Alignment & Involvement

Zero Defect Framework

Process Robustness –Benchmark PFMEA Approach.

Adherence of Shop Floor Rules.

Framework

9/28

REVIEW

SUSTAIN

PFMEA

Process Robustness Model

Poka Yoke Identification

Review of Happened and

May-Happen Cases

Layered Process Audit

Continual Improvement

Through TQM -Advance Quality

Tools

Process adherence with different

hierarchy

RPN reduction Plan through PDCA

Approach

Through HEP &

Bench mark PFMEA

10/28Poka Identification through HEP

Capture video of the process

Element wise break up of process

Identify errors through 16 error principles

Prioritize the errors through RPN in FMEA

Implement ideas and update FMEA, standardize the process

Find out the solutions through 13 principles

Human Error Prevention

Purpose : To eliminate human related errors

Total Poka Yoke

975

11/28Benchmark PFMEA

Human error identification as per 16 errors principle

Identification of product characteristics

Prepare process flow diagram for product characteristics

Prepare master ishikawa for product characteristics

Refer cause from master ishikawa and prepare PFMEA.

Consider product characteristics as requirements in PFMEA

Benchmark PFMEA

Purpose : To establish controls of various causes of a failure mode.

Moulding

12/28Resolution of Happen and May happen cases- AQT

Team Capability through trainings & projects

20

7

Daily Audit

as per Check Sheet

Daily Review

Red Point Daily Audit

Daily Review

Frequent Red Point Audit.

Plant Head

DHC Leader

DHC Process

DHC Equipment

DHC

6-Production Rule

Layered Audit

13/28Shop Floor Rule Adherence

Process Level

Equipment Level

Periodic Process Audit

Periodic Audit as per QMS

6-Production Rule

1. ANDON2. Production Control Board3. Quality Control Board4. Inventory5. Kanban6. Standard Work

14/28

Poka Identification

RPN reduction through Poka

Yoke Drive

Layered Process Audit

PFMEA is Live Document

Associate Involvement

Associate Motivation

Out Flow Control

Occurrence Control

Shop Floor Rule Adherence

Periodic Process Audit

Continual Improvement

15/28Span of Control – Shop Floor

Ratio of Associates Vs Line Leader & Group Leader redefined. This ratio is now standardized

Assembly Head(3 Team Leaders)

Team Leader (3 Group leaders)

Group Leader (5 line leaders)

Team Leader (3 Group Leaders)

Team Leader (3 Group Leaders)

Group Leader (5 line leaders)

Group Leader (5 line leaders)

Line Leader (8~9

associates)

Line Leader (8~9

associates)

Line Leader (8~9

associates)

Line Leader (8~9

associates)

Line Leader (8~9

associates)

Manufacturing Head

Assembly Head

Moulding Head

16/28Optimized Structure of Supporting Functions

Area wise Manpower Deployed in RQC (Before)Receiving Quality

Control Department

Incoming Inspection

Visual Inspection RevalidationNew Parts

DevelopmentTool Duplication

Inspector-1

Inspector-2

Inspector-3

Inspector-4

Inspector-5

Inspector-6

Inspector-7

Inspector-8

Inspector-1

Inspector-2

Inspector-3

Inspector-4

Inspector-5

Inspector-6

Inspector-7

Inspector-8

Inspector-1

Inspector-2

Inspector-3

Inspector-4

Inspector-1

Inspector-2

Inspector-1

Inspector-2

Area wise Manpower Deployed in RQC (After)

Calculation of Required No. of Inspectors

17/28Theory to Practice based DOJO Centre

Induction training - Theory

5S, Safety - DOJO

Hand movement & speed - DOJO

Abnormality finding - DOJO

Greasing operation - DOJO

Soldering operation - DOJO

Pneumatics basics - DOJO

Poka Yoke Simulation - DOJO

Manual assembly - DOJO

Previous System

DOJO

THEORY

New system

DOJO to experience actual function of switches on vehicle, theirs defects & effects

18/28

Model Line Skill Mapping

Before After

General

Riveting

Final testing

Manual Assy.

Greasing.

Screw Tightening.

Contact Ht. Check.

Manual riveting.

Vision testing.

Contact Gap testing

Final Testing.

Required Available

L-2 L-3

L-2 L-3

L-2L-2

L-2L-3

L-3 L-3

L-3

L-3

L-3

L-3

L-3

L-3

Skill Level Redefined

AfterBeforeSkill Level

Skill level Inventory

Multiskilling & Refresh Training Schedule Are aligned as per Skill Inventory Gap.

Only 4 types of skill Identified

Focus only on SPEED:

4 skills divided into 16 types of skills.

Skill level redefined into 4 levels:

L-1Skill level

Can do

Can do with speed

L-2

L-3

L-4

Under training

Can work independently

Can work Independentlycan solve basic problems

Can Train Others

19/28Supplier Support

Supplier Quality Assurance

Process Audits

System Audits

Tool Duplication

Supplier training

Supplier Cluster

Defect Analysis

Receiving Quality Control

Part Inspection

Raise Quality Problem Report.

Supplier Performance Monitoring

Supplier Satisfaction Survey

Supplier Trainings

Shop Floor Improvement (BEST Practices)

System Audits

Supplier ClusterTool Duplication

Layered Top Management Visit

BEFOREAFTER

Transactional relationship to Collaborative relationship.

Separate Cell for Supplier Up-gradation

20/28Transactional to Collaborative Approach

Launch of Cluster activity Trainings as per need of the supplier

Deployment of Shop Floor Best Practices at Supplier

Quality Gate Deployment Change Management Deployment on Shop floor PQCDSM Monitoring Red Bin analysis Daily Basis

21/28Supplier Monitoring

Tier-2 Supplier PQCDSM

PQCDSM Trend Monitor to meet the requirement

83% 85%

92%95% 96% 98%

FY 17-

18

FY 18-

19

FY 19-

20

(P)

FY 20-

21

(P)

FY 21-

22

(P)

FY 22-

23

(P)

PR

OD

UC

TIV

ITY

%

YEAR

Productivity

714

3 0 0 0 0

FY 17-

18

FY 18-

19

FY 19-

20

(P)

FY 20-

21

(P)

FY 21-

22

(P)

FY 22-

23

(P)

PP

M

YEAR

Customer Complaint PPM1.1%

0.6% 0.4% 0.32%0.11% 0.07%

FY 17-

18

FY 18-

19

FY 19-

20

(P)

FY 20-

21

(P)

FY 21-

22

(P)

FY 22-

23

(P)

PP

M

YEAR

Cost of Poor Quality

Supplier Overall SBCB Score

Trend

SBCB Score trend Monitor 6/12/18/24 months

1.131.29

2.13

1st Assesment 2nd Assesment 3rd Assesment

SUN Electrodevices

0.71

1.41

2.05

1st Assesment 2nd Assesment 3rd Assesment

KS Precision

1.13

1.54

2.11

1st Assesment 2nd Assesment 3rd Assesment

Spink Softech Target - 3

3E Program feedback Score Collection

Expansion of Tier 2 Program 12/24/36 month

Tier 2 Cluster / 3E Program

Effectiveness

14 1620

2017-18 2018-19 2019-20

Supplier Training

6

1012

2017-18 2018-19 2019-20

Best Practices Deployment

590870 1020

2017-18 2018-19 2019-20

Kaizens at suppliers

22/28

Main Line

Station-01

Station-02

Station-03

Sub-Assy.

Station-01

Station-02

One-Piece Flow Maintained by commonizing Sub-Assy & Main Line.FIFO maintained for Child Parts as well as Final Products.Immediate recognition of flaw.Mfg. Speed synchronized with Customer Demand.

Main Line

Station-03 Station-04 Station-05

Sub-Assy.

Station-02Station-01

Merged

Stock Pile-up removed after Line Balancing.

Single Piece Flow

BEFOREAFTER

Problem:-• One Piece flow not

maintained on line.Effect on Quality:-• FIFO not maintained.• No immediate

recognition of Flaw.• Chances of Part mix-up.33 34 34 33

0

20

40

60

Op-01 Op-02 Op-03 Op-04

Takt Time - 36

Line Balancing

23/28Mould Maintenance Initiatives

2. Standardization of Mold PM Steps1. Point contact Racks for Mould Storage

3. Lock plate provision to avoid mold opening during loading / unloading

4. Strict use of copper rod for stuck part removal to avoid core / cavity damage

5. Silicon free spray to reduce rust formation

Minda Mould Maintenance Manal

24/28Tool Duplication & Flash Free Drive

36

49

Plan Actual

No

of

too

ls

Tool Duplication Status 18-19

132

116

Plan Actual

No

of

too

ls

Flash free Drive Status 18-19

3531

Plan Actual

No

of

too

ls

Tool Duplication Status 18-19

46

30

Plan Actual

No

of

too

ls

Flash free Drive Status 18-19

At Mindarika At Suppliers

25/28TPM Implementation

Machine Transformation

JH Pillar

6850 6622

Identified Closed

No

s

Improvements under JH

PM Pillar

972 972

Planned Actual

No

s

PM activity compliance

KK Pillar

28803448

Target Actual

No

s

Kaizen Compliance

Assembly Line Transformation

Shop Floor Transformation

26/28Zero Defect Drive Enablers -- DWM

30

14

2832

14

35

22

11

25

QCC TPS CFT

Business Excellence through Simple Techniques (BEST)Projects by Team

2017-18 2018-19 2019-20 till date

Quality reviews through DWM – Daily Work Management Quality Obeya Meeting

27/28Way ahead

Thank YouFor more information/clarification on contents of presentation Write to lmishra@mindarika.net

For more details on the CompanyVisit www.unominda.com

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