Rane Ppt
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RANE BRAKES LINING LIMITED
Rane Brake Lining Ltd.,
INTRODUCTION
Established in 1964
Application in every segment of the automobile industry
Market leader in India
Exporting to more than 15 countries
The complete spectrum of products from RBL are manufactured in 3 plants located at Chennai, Hyderabad and Puducherry
PRODUCTS
Brake Linings
Disc Pads
Composite Brake Blocks for Railways High Friction (K) Blocks
Low Friction (L) Blocks
Clutch Facings
Moulded
Chord Woven
Commercial Vehicle Brake Pads
Sintered Brake Pads
Major Competitors
Sundaram Brake Lining
Sona Koyo
Hindustan Composites and Allied Nippon
Brakes India
Kalyani Brakes
Automotive Axles
Manufacturing Process
Before Implementing TQM
Low levels of growth Low levels of new product introduction and manufacturing innovation. Only producing parts of specification Quality was ensured by inspection All key decisions being made by top management Focus on adhering to the rules of operation rather than solving customer problems Contacts with suppliers were managed by sales managers who were the only conduit between the company and its customers Defect rates were high Lead times to solve customer problems were long High level of plant rejections and customer returns. Statistical tools were used occasionally No systematic initiative for improvements Review and analysis were not carried out No structured training programme for operators. Total employee involvement did not exist There was a distinct lack of awareness of the customer needs.
Criteria for Implementing TQM
1. Develop a business model to generate business for long period through Uniqueness in products & technology and Uniqueness in achieving certain excellence,
2. Reduce technological dependence on another company,
3. Create new market(s) or achieve drastic expansion of existing market,
4. Unique and enhanced utilization of manpower/human resources that drives a company to supply excellent people/manpower.
Process established
Customer Satisfaction
Defining the role of all the workers (role clarity)
Development of new product development (NPD) system
Setting up the review mechanism
Process for strategy and strategy implementation
Improvements in human resource practices
Practice PDCA (plan, do, check, act) in all activities, systems, and processes.
Executing TQM
Policy Deployment and Daily Routine Management (DRM)
Each manager was required to define his role, his metrics, his measurement of performance to date and the steps being taken to improve performance
Focus on competency
Systematic analysis of the problem, steps taken to resolve it, impact of the steps and learning from each observation.
Techniques used in TQM
5 S seiri seiton seiso seiketsu soitsuke
Kaizen
Poka-yoke
Kanban
Standard Operating Procedures (SOPs)
After Implementing TQM IN PROCESS
Continual improvement potential Customer line rejections dropped Plant in process rejections decreased Number of employee suggestions increased speed of response to engineering specification, customer requests etc. Decreased error rate Increased the acceptance rate
Daily JIT
Monthly Compliance
1.0
0.85
0.70
C – Cost IndexD - Delivery
E - Nagare
2000 ppm
100 ppm
50 ppm Target Post TQM
Pre TQM
Global Majors Expectations
Q-Quality Customer Return
IN Departments
Employees had role clarity Small improvements were permitted but large changes required top management intervention. Customer contacts are viewed as opportunities and closeness with customers is encouraged Employees are regarded as key resources with large investments in human capital Investment in employees Focus on relationship quality Sales per employee went up
Quality Performance
Delivery Performance
Results
Deming award in 2003,
Managerial Excellence award in 2004
Accredited with Certificates ISO 9001:2000 in March 2004 TS 16949 ISO 14001:2000 in Feb. 2003
Future Plans
To become global player
To “PDCA” through new methodologies
To develop new sustainable uniqueness