WORLD CLASS MANUFACTURING TECHNIQUES AND WHERE THEY ARE USED IN INDIA

By Ankit Shashwat Khushboo Mathur Riddhi Shah Rohan Batra Saiyati Kamdar Tarmeem Shaikh Tulsi Shah Ujas Sanghvi

Director of the American Quality and Productivity Institute, has often said: The people work in a system. The job of the manager is To work on the system To improve it, continuously, With their help.

IMPORTANCE OF WORLD
CLASS TECHNIQUES
Important

for quality and process improvement Help you Go Global Edge over competitors Increase in productivity

STATISTICAL PROCESS CONTROL

Monitoring production process to detect and prevent poor quality Developed by WALTER SHEWHART in the early 1920s expanded upon by Dr. W. Edwards Deming, who introduced SPC to Japanese industry after WWII. Contributes to TQM goals. Primarily, manage charts & other SPC methods are used to decrease variation & improve manufacturing processes

ILLUSTRATIONS

Ex: hospitals Staff response to requests,speed of admittance and check outs Airlines Waiting time at ticket counters,flight delays, accurate information Grocery stores Frequency of stock out items,customer complaints.

MAKE TO ORDER
It

is a strategy that customizes the specifications of the customers. It manufactures only the end product after the order is placed. It creates additional wait time but at the same time is flexible. In India: Dell, BMW, Bata ,Star India Company.

STREAMLINE PROCESS
Effectively

organizing and simplifying the manufacturing processes. Identifying and eliminating (or at least reducing) non-value-added activity. In India: Fiat, Visa process, Companies.

ILLUSTRATION :AUTOMATION PROCESS

TOTAL PREVENTIVE MAINTAINANCE

Approach

that places the responsibility for routine maintenance on the workers who operate the machinery. in many Japanese companies, TPM gives employees "a sense of responsibility and awareness of the equipment they use and [cuts] down on abuse and misuse of the equipment.

Used

Among

the main benefits of TPM is that employees gain a more complete understanding of the functioning of the system.

 ABI

Showatech (India) Ltd, Pulivalam

Unilever Ltd, Nashik Factory

Hindustan

Hindustan

Unilever Ltd, Pune Tea Exports

Factory
Hospet

Steels Limited Engineering Industries Ltd, Newai

National

Plant
Titan
TVS

TimeProducts Limited
Motor Company Mysore Plant

JUST IN TIME

Just in time (JIT) is a production strategy that strives to improve a business return on investment by reducing inprocess inventory and associated carrying costs. JIT focuses on continuous improvement , quality, and efficiency. To meet JIT objectives, the process relies on signals between different points in the process, which tell production when to make the next part. The real challenge before Indian managers is to establish priorities among potential JIT techniques to achieve best possible advantage of JIT implementation in Indian industries. TCS, Wipro to apply just-in-time model to hire freshers

HIGH EMPLOYEE INVOLVEMENT

Contribute to continuous improvement Retains your best employees Suggestion systems Helps in quality management Ex: provide quality service to Disneys guests

QUICK CHANGEOVER
Reducing

waste in a manufacturing process reduces production lot sizes Productivity increases Reduced production time Elimination of setup errors and defects Improved quality New attitudes on controllability of work process amongst staff

CROSS FUNCTIONAL TEAM

A cross-functional team is a group of people with different functional expertise working toward a common goal. It may include people from finance, marketing, operations, and human resources departments Self-directed teams responding to broad and decision is based on consensus. Benefits:
Less unidirectional Greater scope of information

Greater depth of information

Greater range of users Less teleological

VARIABLE REDUCTION

Selecting Production System Control Mechanism- to emphasize that the system should be as self-regulating as possible thereby reducing the time constant of reaction and conveying information upstream and downstream. One method that is both visual and effective is a kanban system. Kanban: A Card to Pull Production

Toyotas Taichi Ohno introduced kanban as a tool in the development of Just In Time manufacturing.

KANBAN.CONT

Kanban, meaning billboard or sign, is a scheduling system that pulls production based on actual demand thus reducing cost and variables used like handling, inventory and transport. Kanban controls the timing and quantity, as well as the precise item to be produced. A kanban system requires a fair level and well-understood demand, as well as careful analysis of the capabilities of the manufacturing process.

Example: In grocery stores, It is easy to imagine the final assembly point or

final storage area for finished goods as the display shelf. As customer orders deplete the supply of finished goods, a point is reached that triggers a production order. Likewise, when a production order depletes raw material to below its trigger point, a purchase order is sent to the external supplier.

CELLULAR MANUFACTURING
FEATURES: Cell: Group of workstations, machines or equipments arranged strategically Dedicated to a process, a sub-component, or an entire product Production is through successive operations Cellular configurations can be in several forms Suitable for factories as well as offices Ensure higher productivity and short manufacturing lead times Used in companies like Coca-Cola, Bisleri, Kingfisher Beer, Pepsi

LARGE LOT SIZES

What encourages us to use large lot sizes?
The

lot size is the amount produced for each machine setup A setup uses time on the constraint Larger lots cause fewer setups To maximize throughput select the lot size as large as possible One Remedy: Reduce the setup time

SMALL LOT SIZE

What

encourages us to use small lot sizes?

Small

lots reduce cycle time WIP is proportional to cycle time Reducing cycle time reduces inventory

BENEFITS OF SMALL LOT

Better

quality control Better delivery performance Smaller manufacturing investment Smaller finished goods inventory Faster response to engineering changes Increased visibility of problems Permits greater flexibility in scheduling

THANK YOU!!!