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

24

• 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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