Subros : An Update - Quality Council of India

Transcription

National Workshop on “Enabling MSME
to be Competitive through Quality Tools”
Subros : An Update
Established in 1985, Subros is the Largest AC company in India. A Joint
Venture company between Suri group, Suzuki and Denso.
Subros : An Update
R&D Center
Noida Plant
Tool Room
 No. of Employees (Regular) : 1600 nos.
 Investment
: 5 B Rs
 Installed Capacity
: 1.2 million kits/ annum.

(Expansion to 2 million kits/annum by 2012)
 Turnover - FY 2010-11 : 12.0 B Rs
 Quality Certifications :
ISO 14001 , TS 16949
Pune Plant
OHSAS 18001
Manesar Plant
Future Plants
Sanand Plant (2012)
© Subros Limited. All rights reserved
Product Range
Facilities
Existing Products Range
Existing
Plants
Land
(Sq Mtr.)
Building (Sq
Mtr.)
Noida
R&D
Noida
Compr / HX
Chennai (Oragadam) Plant (2012)
Tool Room
Total
New
Manesar
Pune
Sanand
Future Products Range
Engine Cooling
Systems
Car Aircon Systems
Commercial
Vehicle ACs
Chennai
212,348
11,840
7,000
38,688
23,566
8,940
4,500
39,940
22,517
47,500*
55,940
11,196
22,500*
16,000
3,0318,0
00*
40,000
100
20,000*
71,910
133,066*
Engineering & Development Centres :
Denso Subros Engineering Services Centre ( Design JV ) - Noida
Central R&D – Noida
Product Engg Centres – Pune, Chennai
Bus A/C
Compressors
HVACs & Evaporator
Cooling module
Plant wise Product Profile :
Noida – Compressors, RS Evaporators, PDC, Precision Press Shop, Tool room
Manesar – Car ACs
Pune – Car / CV ACs, ECM products
Chennai – Car / CV ACs, ECM products, Off Road ECM / ACs, Bus AC, Truck Refrigeration
Rail A/C
Hose & Tubes
Condenser
Oil Coolers, CAC
Truck A/c
Subros customers
Manufacturing Infrastructure
Compressor
Endurance
Testing Machine
Compressor blocks machining line
Squeeze & Vacuum Die Casting Machine
No clok Brazing Furnace
for Condenser
Injection Molding Machine Robotic Vision Inspection
Condenser Core
Assembly Line
CNC Tube Bender
Chip less Cutting Machine
For Aluminum Tubes
Vacuum Brazing
Furnace for Evaporators
1
Product Development Infrastructure:
R&D / Tool Room
Calorimeter
Technology & Business Solution at Subros
Wire EDM
Environment Test Chamber
Vibration Testing
CAE
CNC Machines
Our People, Our Strength
Achievements
Chairman & Senior Management Team
Top
Scorer
MACE
Audit
2011~12
Skill workshop with support from DNJP
Skill workshop in progress
Training Session on Shop fl
oor
Capacity Plan to Meet Future Customer Demand
2500
Sales Volume HVAC Basis(no. in K)
N o . o f U n it (,0 0 0 )
2000
1500
1000
500
N e t Sale s V alu e ( Rs. M illio n )
Capacity ‐ 3 Shift Basis (no. in K)
Projected
22422
Indian Market Share - 40%
2000
Net Sales Value (Rs. Million)
5890
500
367
25000
20000
14204
1500
5649
393
6474 750
500
6627 750
467
506
2006‐07
2007‐08
1000
6947
619
9055
1000
747
10891
1200
895
1336
15000
1025
10000
5000
0
0
2004‐05
2005‐06
2008‐09
2009‐10
2010‐11
2011‐12
2014‐15
Tier 2 Up - gradation
Subros Journey in
‘Pursuit of Perfection'
Year
2004‐05 2005‐06 2006‐07 2007‐08 2008‐09 2009‐10 2010‐11 2011‐12 2014‐15
Sales Volume HVAC Basis(no. in K) 367
393
467
506
619
747
895
1025
1336
Capacity ‐ 3 Shift Basis (no. in K)
500
500
750
750
1000
1000
1200
1500
2000
Net Sales Value (Rs. Million)
5890
5649
6474
6627
6947
9055
10891 14204 22422
2
Subros Defects Trend at MUL Line
In House PPM Trend
Major
Concer
n
Major
Concer
n
Background
60
50
GOOD
 Between 2004-2011 Subros has made
tremendous effort to improve Quality.
Number of Defects / Year
Trend of Customer Complaints
48
40
30
20
14
15
17
16
7
10
14
6
6
0
03~04 04~05 05~06 06~07 07~08 08~09 09~10 10~11 11~12
(till
date)
YEAR
In-house PPM Trend
Background
45000
41951
40000
 Between 2004-2011 Subros has made
tremendous effort to improve Quality.
GOOD
35000
30000
PPM
25000
 Analysis shows - 50~60% problem is
from sub-vendors.
20000
15613
15000
10281
10000
9507
5000
0
PPM 03~04
PPM 09~10
PPM 10~11
PPM 11~12 (Upto
Dec' 11)
YEAR
3
Background
Defects Distribution
 Between 2004-2011 Subros has made tremendous
effort to improve Quality.
Year
02~04
In-house
43%
 Analysis shows
vendors.
- 50~60% problem is from sub-
 Sustenance of Quality Improvement not feasible
without improving the complete supply chain.
Vendor
Parts
57%
Improvement Targets - Tier 2 Development
Subros Vision 2015 for TIER 2
Demand Chain Management
 Strong supplier capability with self sustained quality
systems and overall excellence.
Efficiency
Responsiveness
SCM
 Replicate the OEM experience of Tier-1 vendor upgradation to Tier-2.
ZERO DEFECT
 Entire Supplier Base move towards ‘Manufacturing
Excellence’ along with Subros through Systems Up
gradation.
Optimum
Inventory
 Vendor end PPM at Subros end = Max 50 PPM.
Efficient
transportation
 All vendors to be TS-16949 Certified.
I
N
V
E
N
T
O
R
Y
L
O
G
IS
TI
C
S
Q
U
A
L
I
T
Y
C
O
M
M
U
N
I
C
A
TI
O
N
F
A
C
I
L
I
T
I
E
S
Dedicated
Facilities
Faster &
Effective
Communicatio
n
Subros Limited
Approach
History – Vendor Parts PPM Trend
Focused Improvement
Activities
Act
30000
72468
High Vendor
Receipt PPM
at Subros
end.
67132
Check
Plan
Cluster
Improvement
Activity
 Assess situation
 Set Targets
Rej. (PPM)
24000
Review
Meetings
with Suppliers
18000
12000
6000
Do
Teach & Impart Subros learning in quality
Journey to extended partners
0
(Cumm. Apr'02-Mar'03)
(Cumm. Apr'03-Mar'04)
4
History – Vendor Parts Delivery Trend
Abnormally High
Vendor Defects at
Subros end.
110
100
90
80
70
60
50
40
30
20
10
0
96
87
No. of delivery failures
No. of defects
History – Vendor Parts Defect Trend
(Cumm. defects, Apr'02Mar'03)
120
110
100
90
80
70
60
50
40
30
20
10
0
(Cumm. defects, Apr'03Mar'04)
99
67
(Cumm. delivery failure,
Apr'02-Mar'03)
(Cumm. delivery failure,
Apr'03-Mar'04)
Vendor parts defect stratification
Control Plan
Not Followed
11%
Production Downtime /
Frequent Line
Stoppages at Subros
end due to High nos. of
Delivery Issues.
Inspection
Gauge NA
6%
Work
Instruction
Not followed
22%
Vendor
Inspection
process NG
11%
Vendor Parts Defects Distribution
Sporadic
Issues
16%
Improper
Handling
6%
Process fool
proofing NA
6%
Tool Condition
NG
6%
Set up pc.
Mixup
32%
Nonadherence
to Existing
Systems
26%
System
Gaps
58%
Approach
Vendor Targets
Focused Improvement
Activities
Check
Cluster
Improvement
Activity
Plan
Review
Meetings
with Suppliers
GOOD
Act
Assess situation
 Set Targets

Do
2004-07
2007-11
2007-11
2011~12
5
Vendor Targets
Vendor Targets
GOOD
GOOD
500
2004~07
2007-11
2004~07
2007-11
2007-11
Vendor Targets
Approach
Focused Improvement
Activities
Act
GOOD
2004~07
Check
Cluster
Improvement
Activity
Plan
Review
Meetings
with Suppliers
 Set Targets
Do
2007-11
Focus of Improvement Activities

Implement effective Change Control
Management.

Operators skill review at critical stations.

System to eliminate set up piece mix up.

Poka Yoke for fitment parameters of OEM’s.

Tool Maintenance.
Back Bone of Cluster Activity
6
Quality Improvement Activities
List of Cluster-1 Vendors Total : 8 Vendors
Initiative
Criticality
of Parts
S.NO.
Supplied
• Design Specification Joint
Review with Tier 2.
• Tool Design Review.
• Joint Tool Maintenance
Initiative
SSIG Activity Launched
2009~10
2007~08
Initiative
System Up gradation to
ISO/TS 16949
• MACE Cluster-2 Launched
Initiative
• MACE Cluster-1
Launched
2005~07
Trainings & Execution of
Projects at Vendor
Cluster Members
LOCATION
SUMATI ENGG. P. LTD.
FARIDABAD
2
PYN PRECISION COMPONENTS
FARIDABAD
3
SWASTIKA AUTOMATICS
FARIDABAD
4
SPECIAL TOOLS P. LTD.
SAHIBABAD
5
ALLENA AUTO P. LTD.
MOHALI
6
SUNVISOR INDIA P. LTD
GURGAON
7
INTERFACE MICROSYSTEMS
GURGAON
NRB BEARINGS LTD.
JALNA / THANE
Quality
8
Performanc
e at Subros
Initiative
2004~05
VENDOR
1
Busines
s
Volume
Activity Plan
Fundamentals & Trainings
Phase 1
Phase-1 (2005-06)
Phase-2 (2006~07)
1.
Customer
Satisfaction Report
1.
Complete 5 S
implementation
1.
Cluster – 2 Launched
2.
Training of Cluster
Members
2.
Lean Manufacturing
2.
Lean Manufacturing
3.
Red Bin Analysis (In
house rejection
analysis)
3.
Gemba Kaizen
4.
Deep Analysis
3.
Tool Maintenance
Execution of Projects
Phase 2
4.
Bench Marking
Phase 3
Implementation of
1S and 2S
5.
Single piece flow –
Model Line.
6.
Quality circle
activity
7.
Poka Yoke
5.
Energy Cost
Monitoring
6.
Cost of Poor Quality
Phase-3 (2007~09)
Horizontal Deployment
4.
External Participation in
Cluster Competitions.
Customer Satisfaction Report
Monthly Quality Feedback – Tier 2
M/s NRB Bearings Ltd.
S
#
Control
Parameter
2009-10
Apr-09
May09
1
Rejection at
Subros
PPM
7132
0
0
2
Defect noted at
Subros
Nos
3
1
1
0
3
Supplier Quality
Rating
0-100
Scale
37
50
50
4
Delivery not as
per schedule
No of
times
0
0
5
Any other
concern of
customer
0
0
6
Subros
Satisfaction
Index
(Cumm)
0-10
Scale
Jun-09
Jul09
Aug09
Sep09
Oct09
Nov09
Dec09
Jan10
Feb10
Mar10
2009-10
TARGET
0
0
0
500
1
0
0
0
2
60
0
40
10
40
>=90
0
0
0
0
0
0
0
0
0
0
0
0
0
0
>=9
7
Activity Plan
Training Program Conducted for Cluster vendors
Phase-1 (2005-06)
Phase-2 (2006~07)
1.
Customer
Satisfaction Report
1.
Complete 5 S
implementation
1.
2.
Training of Cluster
Members
2.
Lean Manufacturing
2.
Lean Manufacturing
3.
Red Bin Analysis (In
house rejection
analysis)
3.
Gemba Kaizen
4.
Deep Analysis
5.
Energy Cost
Monitoring
3.
Tool Maintenance
6.
4.
Implementation of
1S and 2S
5.
Model Line.
6.
Quality circle
activity
7.
Poka Yoke
Phase-3 (2007~09)
4.
1)
2)
3)
4)
5)
6)
7)
8)
9)
Suggestion and Quality Circle
Lean Manufacturing System
5–S
7 QC Tools
5 Why analysis sheet
Process FMEA
Energy Management
Level up Training
Tier-2 up gradation
Cluster Member Training – 5S
Cluster Member Training – Problem Solving
Trainings impact
Cluster Member Training – Lean Manufacturing
Red Bin Analysis
Kaizens
+ Poka Yoke
7 QC
Tools
1S+2S
+RedTag
Quality
Circles
Small
Group
Activity
5S
Cluster
Training’s
Problem
Solving
Tools
Rejection/Rework
+ PPM
Suggestion
Scheme
MPS
Kaizens
+ Continuous
Improvement
Projects
Single piece flow
+ Model Line
8
Activity Plan
LEARNING FROM CLUSTER
TRAINING TO
TOP
MANAGEMENT
PASSED ON TO
GRASS ROOT
LEVEL
Phase-1 (2005-06)
Phase-2 (2006~07)
1.
Customer
Satisfaction Report
1.
Complete 5 S
implementation
1.
2.
Training of Cluster
Members
2.
Lean Manufacturing
2.
Lean Manufacturing
3.
Red Bin Analysis
(In house rejection
analysis)
3.
Gemba Kaizen
4.
Deep Analysis
5.
Energy Cost
Monitoring
3.
Tool Maintenance
6.
4.
Implementation of
1S and 2S
5.
Model Line.
6.
Quality circle
activity
7.
Poka Yoke
4.
Activity Plan
Phase-1 (2005-06)
Phase-2 (2006~07)
1.
Customer
Satisfaction Report
1.
Complete 5 S
implementation
1.
2.
Training of Cluster
Members
2.
Lean Manufacturing
2.
Lean Manufacturing
3.
Gemba Kaizen
3.
Red Bin Analysis
(In house rejection
analysis)
4.
Deep Analysis
3.
Tool Maintenance
4.
1S /2S in Press Shop – M/s NRB
Red Bin Analysis – M/s STPL ( Tier 2 )
Phase-3 (2007~09)
Implementation of
1S and 2S
5.
Model Line.
6.
Quality circle
activity
7.
Poka Yoke
5.
Energy Cost
Monitoring
6.
Phase-3 (2007~09)
4.
1S /2S in Molding Shop – M/s Sanatan
9
Activity Plan
Tool Room 1S / 2S Activity – M/s NRB
Phase-1 (2005-06)
Phase-2 (2006~07)
1.
Customer
Satisfaction Report
1.
Complete 5 S
implementation
1.
2.
Training of Cluster
Members
2.
Lean Manufacturing
2.
Lean Manufacturing
3.
Gemba Kaizen
3.
Tool Maintenance
3.
Red Bin Analysis
(In house rejection
analysis)
4.
Implementation of
1S and 2S
5.
Model Line.
6.
Quality circle
activity
7.
Poka Yoke
4.
Deep Analysis
5.
Energy Cost
Monitoring
6.
Phase-3 (2007~09)
4.
Single Piece Flow Line M/s Allena
Single Piece Flow Line M/s PSPL
PRODUCTION SHOP
BEFORE
AFTER
COMMENTS:
COMMENTS:
1. ZIG ZAG PROCESS FLOW
1. SINGLE PIECE FLOW.
Quality Circles Learning from Cluster
Activity Plan
BRAIN STOARMING SESSION ON SHOP FLOOR – Tier 2
Phase-1 (2005-06)
Phase-2 (2006~07)
1.
Customer
Satisfaction Report
1.
Complete 5 S
implementation
1.
2.
Training of Cluster
Members
2.
Lean Manufacturing
2.
Lean Manufacturing
3.
Gemba Kaizen
3.
Red Bin Analysis
(In house rejection
analysis)
4.
Deep Analysis
3.
Tool Maintenance
4.
Implementation of
1S and 2S
5.
Model Line.
6.
Quality circle
activity
7.
Poka Yoke
5.
Energy Cost
Monitoring
6.
Phase-3 (2007~09)
4.
10
ACTIONS INITIATED BASED ON QC FINDINGS
DEFECT CAUSE ANALYSIS
PIE ANALYSIS – DIMENSIONAL VARIATION
PIE ANALYSIS – BURRS
DEFECTS
INSPECTION
METHOD
22%
TOOL DESIGN
41%
PROCESS
PARAMETERS
4%
PREVENTIVE
MAINTENANCE
43%
PREVENTIVE
MAINTENANCE
26%
SKILL OF
OPERATOR
7%
PIE ANALYSIS – DENT
Inadequate
Tool Design
Tool Design
review with
Subros started
jointly.
Offset in parts,
Inadequate
Method of
Inspection
not in line
with SL
Method of
inspection
aligned with
Subros
Inadequate
Tool
Preventive
Maintenance
Adherence of
Preventive
maintenance of
Tools started.
Inadequate
Process
Design
Kaizen
Implemented
PIE ANALYSIS – OFFSET IN COMPONENTS
TOOL DESIGN
20%
Burrs
SPARE FEEDER
7%
54%
PREVENTIVE
MAINTENANCE
38%
SKILL OF OPERATOR
8%
PREVENTIVE MAINTENANCE
57%
Dents
PROCESS PARAMETERS
8%
RESULTS
ACTION PLAN
Dimensional
variation
TOOL DESIGN
13%
TOOL DESIGN
8%
Chips
getting
stuck up
CAUSE
METHOD OF
INSPECTION
44%
 Reduced
Defects at
Customer
end.
 Reduced
PPM Level
at
Customer
End.
 Tool
Breakdow
n time
reduced.
 Tool life
increased.
Quality Circle Competition – Tier 2
ACHIEVEMENT : SUBROS CLUSTER
Over All Winner - 1st Position MPS Competition
( All MACE Cluster Members ) MSIL
M/s SANATAN AUTOPLAST
Change
MACE team along with cluster members - Q.C. competition at Subros
Poka Yoke Implementation At M/S Swastika
Activity Plan
Part Name
Phase-1 (2005-06)
Phase-2 (2006~07)
1.
Customer
Satisfaction Report
1.
2.
Training of Cluster
Members
3.
Red Bin Analysis
(In house rejection
analysis)
4.
Implementation of
1S and 2S
5.
Model Line.
6.
Quality circle
activity
7.
Poka Yoke
Phase-3 (2007~09)
Complete 5 S
implementation
1.
2.
Lean Manufacturing
2.
3.
Gemba Kaizen
4.
Deep Analysis
5.
Energy Cost
Monitoring
6.
Lean Manufacturing
:- Cap Receiver Bush
Collar 2.00 ± 0.1
Part no.
:- 647831-3060
Problem Observed
:- Milling cutter cut Collar thickness 2mm.
Effect
:- Leakage Problem
Problem occur
:- Subros
POKA YOKE
:- Provided under cut in Adopter to control collar thickness
Milling Dimn 31-0.1
Before
After
3.
4.
Under cut slot
2mm Provided
Tool Maintenance
Milling cutter can cut collar thickness
Milling cutter can not cut collar
thickness.
11
Poka Yoke Implementation At M/s Swastika
Poka Yoke Implementation At M/s Metal Former
Part Name
:- Bush Receiver
Part Name
:- Cover Dust
Part no.
:- 647831-3090
Part no.
:- 047372-0830
Problem Observed
:- without milling piece observed
Problem Observed
:- Bending Angle 200 +0/-10 & 650 +20/-00 Found NG
Effect
:- Fitment Problem
Effect
:- Fitment Problem
Problem occur
:- In-House.
POKA YOKE
:- Introduced 3 Locator to fool proof the bending in given tolerance angle
Milling Dimn 28-0.1
Problem occur
:- In-House.
POKA YOKE
:- Make a profile in Jig to control without milling operation.
Before
only one locater provided & open type tool
After
Before no profile of dimn 28
Profile dimn 28
Without milling piece can be
missed
Without milling piece can not drill
Comments :- Locater on one side only
for bending operation so that piece was
shifting from its original position while
operating.
three
locaters
provided
no
chances of
piece
shifting &
close type
tool
Comments :- Locater provided on all the three
sides for bending operation so no chances of
bending being N.G as the piece cannot shift.
Poka Yoke Implementation At M/s Swastika
Poka Yoke Implementation At M/s Global
Part Name
:- Charging Port
Part Name
:- Tube connector
Part no.
:- 646171-3780
Part no.
:- 646172-3400
Problem Observed
:- Chamfer operation miss
Problem Observed
:- CD 14.0 ±0.3 was observed under size / Over Size
Effect
:- Fitment Problem
Effect
:- Fitment Problem
Problem occur
:- In-House.
Problem occur
:- In-House.
POKA YOKE
:- Introduced Chamfer in fixture to fool proof the chamfer in component
POKA YOKE
:- Introduced a Pin to fool proof CD
O.K PART WITH CHAMFER
Chamfer
provided
on the
bottom of
pin inside
the fixture
Comments :- Chamfer missing can not
detected in the process. Method of
detection for chamfer missing is visual
inspection.
Provided
Locators
for CD
Comments :- PIN provided in the CNC fixture &
chamfer provided at the bottom of pin which will
not allow any with out chamfer part to sit into the
CNC fixture
No control to detect CD 14.0±0.3
Error proofing to control CD 14.0±0.3
Poka Yoke Implementation At M/S Swastika
Poka Yoke Implementation At M/S Global
:- Tube Connector
Part no.
:- 445012-4020
Problem Observed
:- Dia 16.0 +0.05-0.15 Over Size.
Reason
:- Insert worn out.
Effect
:- Fitment Problem
Problem occur
:- In-house Problem
POKA YOKE
:- Inserting dia 16 in Jig while drilling to avoid mixing of
Dia 16.00
Part Name
:- Bracket
Part no.
:- 647782-0830
Problem Observed
:- Without operation pc.mixing
Reason
:- operation missing
Effect
:- Fitment Problem
Problem occur
:- In-house Problem
POKA YOKE
:- Provided T stopper in drilling Jig to
avoid mixing of without milling operation
Over size pieces
Before
Remarks:- No detection of oversize pieces .
After
Remarks:- over size pieces can not be drilled.
26.0±0.2
Part Name
CD 14.0 ±0.3
Before
Remarks:-Don't detect pcs without milling
After
Remarks:- Detect without milling pcs
12
Tool Kit at Shop Floor – Tier 2
Activity Plan
Phase-1 (2005-06)
Phase-2 (2006~07)
1.
Customer
Satisfaction Report
1.
Complete 5 S
implementation
1.
2.
Training of Cluster
Members
2.
Lean Manufacturing
2.
Lean Manufacturing
3.
Gemba Kaizen
3.
Tool Maintenance
3.
Red Bin Analysis
(In house rejection
analysis)
4.
Implementation of
1S and 2S
5.
Model Line.
6.
Quality circle
activity
7.
Poka Yoke
4.
Deep Analysis
5.
Energy Cost
Monitoring
6.
Phase-3 (2007~09)
4.
2S in Grinders Cupboard – Tier 2
5S Improvements on Vendor Shop Floor
RM STORAGE AREA
BEFORE
COMMENTS: Unorganized Store Area.
AFTER
COMMENTS:. ORGANISED STORE AREA
WITH FIFO.
FINAL INSPECTION AREA
TOOL STORAGE AREA
BEFORE
AFTER
BEFORE
AFTER
BEFORE
COMMENTS:
COMMENTS:
INADEQUATE TOOL STORAGE
COMMENTS:
TOOL CONTROL IN LINE WITH BEST
MANUFACTURING PRACTICE.
RANDOM INSPECTION FLOW CREATING
MIX UPS
AFTER
COMMENTS:.
DEDICATED INSPECTION STATION WITH INWARD &
OUTWARD FLOW
13
Raw Material Storage Area Improvement
Activity Plan
Lean Manufacturing Focus
Phase-1 (2005-06)
Phase-2 (2006~07)
1.
Customer
Satisfaction Report
1.
Complete 5 S
implementation
1.
2.
Training of Cluster
Members
2.
Lean Manufacturing
2.
Lean Manufacturing
3.
Gemba Kaizen
3.
Red Bin Analysis
(In house rejection
analysis)
4.
Deep Analysis
3.
Tool Maintenance
4.
Implementation of
1S and 2S
5.
Model Line.
6.
Quality circle
activity
7.
Poka Yoke
Visual Management Improvement
5.
Energy Cost
Monitoring
6.
Phase-3 (2007~09)
4.
IDENTIFYING WASTE
IDENTIFYING WASTE
 Over production
 Unnecessary Processing
 Unnecessary movement
 Producing Defective parts
 Excessive inventory
 Unnecessary transport
 Idle time
 Unnecessary inspections
14
Lean Manufacturing
Example Lean Manufacturing
“ NECESSITY IS THE MOTHER OF INVENTION”
Above quote motivated us to study the feasibility
of “Single piece model line flow”
Concept of model line given by – MACE/SUBROS
and training provided
Ist Phase :
Lean Manufacturing projects implemented by cluster
vendors in different areas :
a) Man power productivity improvement
b) Reduction in MUDA of material flow
© Subros
Limited. All rights reserved
1
THE WAGON-R SINGLE PIECE FLOW
MODEL LINE SUCCESS STORY
METHODOLOGY ADOPTED
AIM : - TO MAKE A MODEL LINE FOR SUBROS
CMB 646260-4361
TOOLS USED IN IMPLEMENTATION
OF MODEL LINE CONCEPT





REASONS FOR SELECTION
TIME STUDY
KAIZEN
POKA-YOKE
SMALL GROUP ACTIVITY
QUALITY CIRCLE
1. Customer demand higher than Allena capacity.
2. Low through put in existing line.
3. Mixed component causing high rejection, rework
and mixing of component.
4. Material movement very high.
5. Customer dissatisfied.
© Subros
1
METHODOLOGY ADOPTED
PROCESS FLOW BEFORE IMPLEMENTATION
MATERIAL MOVEMENT – 63 meter
1- ARGO VM
11 - ARGO - VM28
16 - BDM - 04
13 - BDM TP - 05
M TG F A C E M ILLIN G
S LOTTIN G
F IN A L C OU N TER
S TU D S P OT F A C IN G
15 0 P c s / 12 Hrs .
2 2 0 P c s / 12 Hrs .
2 5 0 P c s / 12 Hrs .
3 0 0 P c s / 12 Hrs .
2 - BDM - 15
10 - KAE DEE - VM33
M TG HOLE D R ILLIN G &
IN S ID E F LA N GE M ILLIN G
R EA M IN G
2 2 0 P c s / 12 Hrs .
12 0 P c s / 12 Hrs .
FISHBONE DIAGRAM MADE TO STUDY 4M CONSTRAINTS
SUSPECT CAUSES
MACHINE
0
MAN
Number of machines less
17 - KAY DEE - VM35
12 - PDM - 17
TA P ER C U T
S TU D D R ILLIN G &
2 8 0 P c s / 12 Hrs .
EN D M ILLIN G D IA 9 . 0 0 mm
Lay out of machine wrong
Operator skill less
2 0 0 P c s / 12 Hrs .
9-BDM 05
3 - BDM
3 B o s s t a p e r d rilling
18 - PDM - TP05
C o unt e r & Ga ug e C he c king
15 0 P c s / 12 Hrs .
TA P P IN G M 8 X 1. 2 5 mm
3 0 0 P c s / 12 Hrs .
5 - HM - VM30
LOW
OUTPUT
2 4 0 P c s / 12 Hrs .
6 - KAY DEE-VM29
S M A LL B OTTOM F LA N GE
4 - PDM - 01
14 - BDM VM31
M ILLIN G
M TG HOLE S P OT F A C IN G
B OTTOM F LA N GE S P OTF A C E
2 3 0 P c s / 12 Hrs .
2 2 0 P c s / 12 Hrs .
2 10 P c s / 12 Hrs .
LON G F LA N GE OU TER
Material movement
high
M ILLIN G
15 0 P c s / 12 Hrs .
7 - CNC - 01
* 7 - ARGO
15 - PDM - 16
M ILLIN G
3 - B OS S TA P ER
F IN A L S P OT F A C E 10 . 0 0 mm
12 0 P c s / 12 Hrs .
M ILLIN G & 5. 0 0 mm C U T
2 5 0 P c s / 12 Hrs .
3 - B OS S TA P ER
8 -MULTI SPINDLE MS-02
D R ILLIN G OU TER F LA N GE.
2 0 0 P c s / 12 Hrs .
WIP high
Dedicated machine not
given for all operations
10 0 P c s / 12 Hrs .
METHOD
Material mixed
MATERIAL
15
LAY OUT OF 1ST PHASE
1-SPM
SPM
02M TG.F AC E
M ILLING
200 P c s / 12 Hrs .
M TG.F AC E
M ILLING
200 P c s / 12 Hrs .
2 - B D M - 15
M T G HOLE
DR ILLING &
R EAM ING 120 P c s
/ 12 Hrs .
2 - B D M - 15
M T G HOLE
DR ILLING &
R EAM ING 120 P c s /
12 Hrs .
1ST LEVEL CHANGE IN LAYOUT
11 - PDM - 17
10 - ARGO - VM 28
STUD DR ILLING &
SLOTTING
2 2 0 Pcs / 12 Hrs .
END M ILLING DIA 9 .0 0 mm
2 2 0 Pcs / 12 Hrs .
12 - BDM TP - 05
STUD SPOT FAC ING
3 0 0 Pcs / 12 Hrs .
9 - ARGO - VM 33
INSIDE FLANGE M ILLING
2 2 0 Pcs / 12 Hrs .
3 - BDM
13 - BDM VM 31
C o unt er & Gaug e C hecking
3 0 0 Pcs / 12 Hrs .
B OTTOM FLANGE SPOTFAC E
2 50 Pcs / 12 Hrs .
4 - PDM - 01
14 - PDM - 16
M TG HOLE SPOT FAC ING
8 -SPM
2 50 Pcs / 12 Hrs .
3 BOSS TAPER DR ILLING
& DRILLING OUTER FLANGE.
2 50 Pcs / 12 Hrs .
FINAL SPOT FACE 10 .0 0 mm
2 50 Pcs / 12 Hrs .
15 - BDM - 04
5 - HM - VM 30
FINAL C OUNTER
LONG FLANGE OUTER
3 0 0 Pcs / 12 Hrs .
M ILLING
7 - ARGO
16 0 Pcs / 12 Hrs .
3 B OSS TAPER M ILLING & 5 M M C UT
M ILLING
16 - ARGO - VM 35
10 0 Pcs / 12 Hrs .
5-CN C M IL L IN G (AKSHARA)
TAPER CUT
LONG FLANGE OUTER M ILLING
2 0 0 Pcs / 12 Hrs .
3 2 0 Pcs / 12 Hrs .
7 - CNC - 01
3 - B OSS TAPER
17 - PDM - TP05
6 - ARGO-VM 29
M ILLING
TAPPING M 8 X 1.2 5mm
SM ALL B OTTOM FLANGE
M ILLING
2 50 Pcs / 12 Hrs .
150 Pcs / 12 Hrs .
2 50 Pcs / 12 Hrs .
KAIZENS IMPLEMENTED IN 1ST PHASE
INHOUSE TEAM FORMED FOR SPM DESIGNING
NEW SPM INTRODUCED FOR BASE MILLING
OPERATION NO 01 :- BASE MILLING
CONSTRAINT
:- PRODUCTIVITY LOW
Change
BEFORE
BENEFITS: -
1. Manpower Saved: - 01
2. Jigs / Fixtures Saved: - 01
3. Productivity increased by: - 100 pcs. (15%)
KAIZENS IMPLEMENTED IN 2nd PHASE
NEW SPM INTRODUCED FOR TOP MILLING
OPERATION NO 04 :- TOP MILLING
CONSTRAINT
:- QUALITY(Dimn. 104.4)& PRODUCTIVITY
VERTICAL MILLING MACHINE
AFTER
LAY OUT OF 2nd PHASE
MODEL LINE SINGLE PIECE FLOW
OPERATION NO. 1
OPERATION NO. 2
ROTARY MILLING MACHINE
OPERATION NO. 3
OPERATION NO. 4
OPERATION NO. 5
OPERATION NO. 6
OPERATION NO. 7
OPERATION NO. 8
OPERATION NO. 9
OPERATION NO. 10
OPERATION NO. 11
BEFORE
OPERATION NO. 12
AFTER
OPERATION NO. 13
BENEFIT : Considering the TACT study. We designed a new concept
Rotary Milling Machine with 4 Fixtures. It increased the output
of CMB Wagon-R by 100% on this operation and the quality
problem is also solved.
OPERATION NO. 14
OPERATION NO. 15
OPERATION NO. 16
16
SUMMARY OF ACHIEVEMENTS
OVER ALL IMPROVEMENT
1000
800
800
600
G
O
O
D
600
0.60%
PREVIOUS
400
0.40%
1st PHASE
400
0.45%
0.35%
PREVIOUS
0.20%
0.20%
2nd PHASE
200
G
O
O
D
0
1st PHASE
2nd PHASE
0.00%
REJECTION
PRODUCTION
G
O
O
D
80
63 meter
60
34 meter
40
10 meter
20
PREVIOUS
1st PHASE
2nd PHASE
0
 Reduced Zig-zag flow.
 Saved 1 floor utilized for lab.
 Saved 3 Manpower.
 Reduced the Man & material movement.
 Reduced the input material movement.
 Reduced the dispatching material time.
 Reduced the WIP.
 Saving of Chemicals and Energy.
 Dust prevention.
 5S improved drastically.
MATERIAL MOVEMENT
© Subros
1
Lean Manufacturing
Initiative
Review with Tier 2.
2nd Phase :
Lean Manufacturing projects are to be taken up for
implementation
Initiative
2008~10
a) Improvement in Inventory turn ratio
b) Reduction in energy
consumption
2006~07
• MACE Cluster-1
Launched
2005~06
d) Reduction in break down time of machines & improvement of O.E.E.
Initiative
2004~05
SSIG Methodology
Supplier System Improvement Group
SUBROS
Initiative
Subros
Requirement
Implementation
by TEAM at
Vendor’s End
SSIG
SSIG
Projects at Vendor
Cluster Members
Vendor
Existing
System
Initiative
ISO/TS 16949
Initiative
c) Quality improvements
Effectiveness
monitoring
17
SSIG Methodology
Initiative
Current System Review
Based on Ideal System Check Sheet
Review with Tier 2.
Initiative
Gap Analysis
2008~10
Implementation of New System
2006~07
Initiative
ISO/TS 16949
Initiative
• MACE Cluster-1
Launched
2005~06
Initiative
Fine Tuning
Projects at Vendor
Cluster Members
2004~05
NUMBER OF SUPPLIER
ISO-9001 / TS16949 Certification Trend
100
90
80
70
60
50
40
30
20
10
0
73
36
47
42
42
22
19
13
6
2004
G
O
O
D
Initiative
Review with Tier 2.
Initiative
2008~10
29
14
18
8
2005
82
78
2006
YEAR
TS 16949
36
31
2007~08
46
Initiative
• MACE Cluster-1
Launched
2007
2008
Initiative
2004~05
ISO 9001
ISO/TS 16949
2005~06
2009
Initiative
Projects at Vendor
Cluster Members
List of Cluster-2 Vendors Total : 6 Vendors
S.NO
VENDOR
LOCATION
1
SUPER SCREWS
FARIDABAD
2
SANATAN MACHINE TOOLS
FARIDABAD
3
GLOBAL AUTOTECH
4
SOUTHEAST ELECTRONICS
GHAZIABAD
5
PSPL
GHAZIABAD
6
MOHINDRA FASTENERS LTD
NOIDA
Improvement Status
ROHTAK
Sharing of Good
Manufacturing
Practices started
between 2 Clusters.
18
VENDOR PARTS DEFECTS AT SUBROS END
VENDOR PARTS PPM TREND
START OF
Cluster
Improvement
Activities
72468
No. of defects / month
93%
50500
33%
45938
30945
25500
13165
27%
9603
51%
4636
2000
500
AVG.'
02-03
AVG.'
03-04
AVG.'
04-05
AVG.
05-06
AVG.
'06-07
START OF
Cluster
Improvement
Activities
10
9
8
7
6
5
4
3
2
1
0
32%
67132
PPM Rejection
G
O
O
D
AVG.
'07-08
G
O
O
D
60.4%
8.08
4%
6.25
6
(97)
(75)
4.25
(72)
3.92
3.2
(51)
2004-05
2005-06
2006-07
AVG. Target
'08-09 08-09
(47)
2007-08
2008-09
(16)
2009-10
(Aug'09)
Year
SSIG CLUSTER VENDOR PPM TREND
SSIG CLUSTER VENDOR DEFECT TREND
31403
65%
17000
15000
12
G
O
O
D
56%
19000
13706
PPM
PPM
33%
8
48%
13000
10881
11000
6.83
4.58
31%
3.16
4
5693
7000
2
2
5000
3000
0
500
06~07
1000
05~06
06~07
07~08
08~09
07~08
Year
Year
Number of Poka Yoke / Kaizens through SQIG at
Vendor End ( Cumulative )
G
O
O
D
46%
23% 114
17%
100
G
O
O
D
180
67%
88
73
150
160
110
NUMBERS
120
80
09~10
Target'08~09
( Up to Sep
09 )
Cp/ Cpk improvement > 1.33 (Vendor End)
( Cumulative )
15%
08~09
Target'08~09
NUMBERS
33%
6
141%
9000
G
O
O
D
70%
10.25
10
140
13%
16%
131
114
120
96
100
55%
62
80
60
60
40
43
40
20
20
0
05~06
0
05~06
06~07
Year
07~08
08~09
06~07
07~08
08~09
Target'08~09
Year
Target'08~09
19
Approach
Vendor Improvement Review Process
Focused Improvement
Activities
Cluster
Improvement
Activity
Plan
Review
Meetings
with Suppliers
Check
Act
Activity
Frequency
Attended by
MACE Cluster
Monthly
All 1st & 2nd Cluster Members
Quality Meeting
Quarterly
Category-wise Supplier
(Sheet Metal, Electrical)
Low Performing
Vendors
Quarterly
Selected Few
Vendor Meet
Annual
All Vendor base
 Set Targets
Do
Cluster Performance Review
Activity
Frequency
Attended by
MACE Cluster
Monthly
Quality Meeting
Quarterly
Low Performing
Vendors
Quarterly
Selected Few
Vendor Meet
Annual
All Vendor base
Sheet Metal Group Vendor Review
Activity
Frequency
Attended by
MACE Cluster
Monthly
Quality Meeting
Quarterly
Low Performing
Vendors
Quarterly
Selected Few
Vendor Meet
Annual
All Vendor base
20
Repeat Complaint Vendor’s Review
Activity
Frequency
Attended by
MACE Cluster
Monthly
Quality Meeting
Quarterly
Low Performing
Vendors
Quarterly
Selected Few
Vendor Meet
Annual
All Vendor base
Subros Vendor Meet - Sep 2009
Award Distribution at Subros Vendor Meet
Chief Guests with Subros Top Management
Vision & Mission
Commitment for Future
Customer Voice by Mr S Maitra (MEO –Supply Chain MSIL)
Award
Winner
s
A Growing
Commitmen
t each year
Approach
Next Phase of Improvement Activities
Focused Improvement
Activities
Cluster
Improvement
Activity
 Tool & Gauge Design
 Tool Maintenance Support.
Plan
Review
Meetings
with Suppliers
Check
Act
 Set Targets
Do
 Lean Manufacturing implementation at
Cluster II Vendors.
 Guidance & Training on Cost of Poor
Quality at Tier 2.
21
TOOL MAINTENANCE SUPPORT TO VENDORS
CHANGE POINT - TOOL DEVELOPMENT
-Data collection of vendor tools.
Change
BEFORE
-Quality problem history regarding the tool &
component
Phase 1
Part
Drawing
Quality
Standard
Tooling
concept
Tool
Design
Tool
making
Trial
-Joint review with vendor for scope of
-maintenance support
By vendor
By Subros
-Subros team visit for tool status review
Part
Drawing
Quality
Standard
By vendor
CHANGE
POINT
Trial
-Identification of critical issues
FOCUS
AREA
By Subros
Tool
Making
Phase 2
Review
by
Subros
Tooling
Concept
Subros
Approval
By vendor
Tool
Design
By vendor
-Development of solutions
Phase 3
-Implementation support at vendor end
Vendor End Tool Support Activity Findings
Vendor End Tool Maintenance Support Activity Findings
Tier 2 – Tool Maintenance Joint Review
Observations
Tier 2 – Tool Maintenance Joint Review
Observations
Tool drawings not
adequate.
Spares drawings not
available.
Tool Condition
inadequate
Tool preventive
maintenance check
sheet not maintained.
Critical entries of
preventive are not made
No preventive
maintenance plan for
low volume tool.
Periodic maintenance
schedule not mentioned
in tool history card.
Tier-2 Cost Performance Status
Other Initiatives
Improvement Journey not complete
without improving other aspects of
QCDD
PE R CE N T A G E
1.0%
0.8%
COST REDUCTION TREND
0.75%
0.56%
0.6%
G
O
O
D
0.4%
0.2%
0.0%
AVG.'02-03
AVG.'03-04
YEAR
22
Cost Reduction Activities
Alternate sourcing for high value items
INITIATIVE
ZERO BASED COSTING OF ‘A’
CLASS COMPONENTS
2008~10
2006~07
INITIATIVE
INITIATIVE
 Alternate
sourcing for high
value items
2005~06
Cost Reduction Kaizens
INITIATIVE
MPS INTRODUCED AT
VENDORS
2004~05
YEAR
Tier 2 Lean Manufacturing Projects Status
S.No.
INITIATIVE
Zero based costing of ‘A’
Class components
2008~10
2006~07
INITIATIVE
 Alternate
sourcing for high
value items
INITIATIVE
2005~06
INITIATIVE
Lean Manufacturing
Introduced at
Vendors
2004~05
Vendor
PROJECTS
IDENTIFIED
PROJECTS
COMPLETED
1
SWASTIKA, FBD
2
2
2
SPECIAL TOOLS, GZD
2
2
3
ALLENA, MOHALI
2
1
4
SUMATI, FBD
2
0
5
PYN, FBD
2
0
6
INTERFACE, GGN
1
1
7
SUNVISOR, GGN
2
2
8
NRB BEARINGS
1
1
Overall Cluster
14
9
Lean Manufacturing Introduced at Vendors
M/s Interface Microsystem, Gurgaon
M/s Swastika Automatics, Faridabad
Project: Reduction in Wastages in manufacturing process
5
G
O
O
D
5
4.5
40
4
35
3.5
30
2.5
3
2.5
2
1.5
1
0.5
0
Before
After
MAN HOURS/DAY
HOURS
Project 2: Improvement at Receipt
Store while issuing / receiving of
material from Vendor
G
O
O
D
40
24
25
Man
Hour 20
/ day
15
10
8
8
G
O
O
D
7
6
5
4
3
2
2
1
5
0
Project: Reduction in Wastages in manufacturing process
Man Hour/Day
Project 1: Reduction in product
change over time.
Before
After
0
Before
After
23
Over All Trend – Numbers of Lean Manufacturing
Projects – Tier 2
M/s Sumati, Faridabad
G
O
O
D
54
MINUTES
50
40
30
20
20
10
0
After
Projects Under Progress
8
Projects Completed
120
G
O
O
D
120
100
80
60
7
6
7
5
4
6
3
5
30
40
20
0
Before
9
Numbers of Projects
60
10
Project 2:Reduction in Material
dispatches
MINUTES/DESPATCH
Project 1: Reduction in Die
changeover time in 40 Ton
machine
2
2
1
Before
After
2
0
2006~07
2007~08
2008~09
2009~10
Savings Trend – Lean Manufacturing Projects – Tier 2
INITIATIVE
CLASS COMPONENTS
2008~10
2006~07
INITIATIVE
INITIATIVE
 Alternate
sourcing for high
value items
2005~06
INITIATIVE
MPS INTRODUCED AT
VENDORS
2004~05
Zero Based Costing of ‘A’ Class Components
G
O
O
D
INITIATIVE
CLASS COMPONENTS
2008~10
2006~07
INITIATIVE
 Alternate
sourcing for high
value items
2004~05
INITIATIVE
2005~06
INITIATIVE
MPS INTRODUCED AT
VENDORS
24
Tier-2 Delivery Performance Status
Savings due to Cost Reduction Kaizens
12
140.0
8
100.0
6
80.0
60.0
4
No. of Proposal
Savings (Lacs)
120.0
40.0
2
20.0
0.0
FY
Savings (Lacs)
No.of Proposals
200405
200506
200607
200708
200809
27.4
139.2
110.0
72.8
144.5
3
6
6
1
10
0
DELIVERY FAILURE
100
85
93
GOOD
G
O
O
D
10
80
PERCENT A GE
160.0
60
40
20
0
AVG.'02-03
YEAR
AVG.'03-04
Delivery Improvement Activities
Methodology for Local Material
OLD
PROCESS
Schedule generated
at SL from Forecast
INITIATIVE
• Improvement in
Ordering System &
Delivery to Subros
Schedule sent to
Supplier through
courier
Supplier receives
Weekly schedule
Individual Supplier
sends bulk material
on weekly basis
One week material
received at SL
2008~10
2006~07
INITIATIVE
2005~06
2004~05
BAR Coding Implementation
 Local Suppliers Base within
same State
 Extranet for entire supply
chain

 Material Requirement
Planning through SAP.
 MRP Run on weekly basis
 Vendor Extranet
Implementation
 Milk Run System for NCR
supplier
 DOL Suppliers establishment
 Single piece flow at Cluster
Supplier 8 no.s
25
IT Support to Supply Chain
Methodology for Local Material
NEW
PROCESS
Daily material
receiving at SL
Real-time Schedule
received through
Extranet
INITIATIVE
• Improvement in
Ordering System &
Delivery to Subros
BENIFITS
2007~09
10
Safety Stock
2
2006~07
INITIATIVE
Year 2004
7
Lead Time
2005~06
Present
2
same State
chain

2004~05
In No. of days
Bar Coding System
Activity initially started with 13 Suppliers
Now cover the entire Vendor Base
 Material Receipt Processing
Time Reduced from 10 Mins. to
1 Minute
90% MRR
Processing
Time
Improvemen
t
 Supplier Schedule adherence
 Error proof system
Local Supplier Base Within Same State
INITIATIVE
Six A Class Suppliers have
• Improvement in
Ordering System &
Delivery to Subros
SUPPLIER
COMMITMENT
TOWARDS
SUBROS
put up their Plant near to
Subros Plant
2007~09
2006~07
 Proximity to customer
INITIATIVE
2005~06
2004~05
same State
chain

 Daily Shipment
 Reduction in Inventory level
26
IT Support to Supply Chain
INITIATIVE
• Improvement in
Ordering System &
Delivery to Subros
2007~09
2006~07
Training and
Guidance to
Entire
Supplier
base.
INITIATIVE
2005~06
same State
chain

2004~05
Tier-2 Development Performance Status
No. of delivery failures / year
99
G
O
O
D
89.9 %
92%
12%
100%
2004-05
2005-06
DEVELOPMENT LEAD TIME (RFQ TO SAMPLE APPROVAL)
7
0
2006-07
2007-08
67
45
AVG.'02-03
100%
8
100%
YEAR
0
AVG.'03-04
2008-09
Year
80
70
60
50
40
30
20
10
0
GOOD
100
90
80
70
60
50
40
30
20
10
0
START OF
Cluster
Improvement
Activities
N UM BER O F DAYS
Effectiveness of Delivery Improvement Initiatives
Development Improvement Activities
New Product Development Process
DEVELOPMENT
REQUEST FOR QUOTATION
INITIATIVE
Development Lead cycle
reduction planning
based on bottleneck
processes.
SUPPLIER
INVOLVEMENT
SPECIFICATION MEETING
PRICE NEGOTIATION
MEET
CUSTOME
R PRICE
TARGETS
PPAP SUBMISSION
GAUGE / TOOLING APPROVAL
2007~09
JOINT
INSPECTION
INITIATIVE
Expert Resources
with Domain
Knowledge eg Sheet
metal , Electricals
Recruited
2004~05
2006~07
2005~06
INITIATIVE
1. Supplier Involvement at
Initial Development Stage
2. Green Supply Chain
ONE SHIFT
PRODUCTION
SAMPLE APPROVAL
FOCUS ON
FIRST
TIME RIGHT
Cp, Cpk APPROVAL
CAPACITY PLANNING
INITIATIVE
Pre- Assessment audits
started to evaluate
vendor capability
FPP LOT APPROVAL
SOP
27
Development Improvement Activities
CHANGE POINTS - Design Review Process With Vendor
Change
Before
Proto
Part
Drawing
Proto
Sample
By Subros
By Vendor
Change
Point
Trial at
Subros
Final
Drawing
Quality
Standard
By Subros
Proto
Part
Drawing
Proto
Sample
Spec fix
Meeting
With Vendor
Quality
Standard
INITIATIVE
Development Lead cycle
reduction planning
based on bottleneck
processes.
Spec fix
Meeting
With Vendor
2007~09
Jointly
Trial at
Subros
Learning
From
Vendor
Part
Drawing
Design
Review
Change
INITIATIVE
Expert Resources
with Domain
Knowledge eg Sheet
metal , Electricals
Recruited
2004~05
INITIATIVE
Pre- Assessment audits
started to evaluate
vendor capability
Effectiveness of Development Initiatives
GOOD
All Plated parts
converted to Trivalent
Plating within
3 Months in 05~06
NUMBERS
2005~06
Green Supply Chain
90
80
70
60
50
40
30
20
10
0
INITIATIVE
1. Supplier Involvement at
Initial Development Stage
2. Green Supply Chain
2006~07
G
O
O
D
22
82
25
69
13
Total Vendors
EMS 14001 Certified
Vendors
Activity yet to be started
2005 07
07
2008 09
Target
08 -09
Benefits of Cluster Activities
Subros Continuous Achievements…

Vendor’s own initiatives started in a big way to resolve
Quality Issues.

Lower & Middle Level involvement in Quality Drive at Tier 2.

Productivity and Quality Improvement through Lean
Manufacturing.

Major Improvement in ‘5S’ at some of the vendors.

Motivated & Dedicated Supply Chain
MSIL Awards for 2006-08
MSIL Supplier Up gradation
Award
for
4th Consecutive Year
MSIL Awards for 2008-09 ( Over All Excellence / Quality / Tier 2 Up gradation / R&D ..)
28
Take Away -Tier 2 Cluster Activity

A strong and dedicated supply chain is a key factor in
achieving OEM targets.

Improvement initiatives work best after understanding
Tier 2 constraints and evolving improvement programs
accordingly.

Benchmarks need to be set with horizontal implementation
of Kaizens across Tier 2.

Continuous support with constant reviews is must for
sustained quality levels at Tier 2.
Subros Cluster Relationship ‘Mantra’
We can not spell s“U”ccess without “U”
Thank You .
29

Subros : An Update - Quality Council of India

Transcription

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