Renni Consultancy - Introduction
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Transcript of Renni Consultancy - Introduction
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# Agenda;-
1 About us
2 Our Motto
3 Vision & Mission
4 What we do
5 How we Work & Approach
6 What we Achieved
7 Customers
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Established in 2011. Our Objective is
To help and Improve Plant Operational Efficiency. As a value adding partner to our customers.
Our Moto:- Moving Impossible to Iām Possible Approved And Recognised as the best Lean Consultant - Pilot batch by MSME/ NPC - April 2015
About Us:
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QMS Lean SPES TPM TQM
Quality System Upgradation Measurement of Customer Satisfaction System Upgradation Total
Quality
Management
ā¢ Elimination of Waste ā¢ PokaYoke / Productivity improvement / Training ā¢ .Inventory reduction / Other Lean activity viz.Cluster
ā¢ Supplier Management
Programme managementā¢ Logistics
ā¢ Model machine Conceptā¢ Reduce Losses and Improve
Operational Efficiency
What We Doā¦ā¦
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What How Expected Result
QMS
ā¢ Upgradation to Auto OEM requirements. Including sustenance development ( Health & Safety)
ā¢ System Upgradationā¢ NPD system upgradationā¢ Problem Solvingā¢ Fire wall / gate for Zero PPM &
System stabilizing.
Educate, Establish, & Monitor
Meet the Auto OEM Requirements Reduced New product Development time Consistent System driven approach
Lean
ā¢Introduce Lean concepts, ā¢VSMā¢NVA reductionā¢Automations - Low cost
ā¢ Educateā¢ Implement & ā¢ Monitor.ā¢ Hand holding for
Horizontal deployment
Process Cost Reduction Inventory reduction Rejection Reduction Productivity Improvement Streamlined flow of product
SPES
ā¢ Upgradation of Process both Supplier & In-house to meet Customer requirements
ā¢ Evaluate Process efficiency
ā¢ Suggest & Implement Improvement ideas
Process with required controls and consistent product
Improve STR and reduce rework & rejections
What We Doā¦ā¦QMS Lean SPES TPM TQM
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What How Expected Result
Training
ā¢ Lean toolsā¢ Quality toolsā¢ DOEā¢ Fire wallā¢ VAVE
ā¢ Trainingā¢ Case study - In-houseā¢ Evaluateā¢ Hand Holding
Trained professionals Improved Operational efficiency
TPMā¢ Introduction of Model
machine Concepts.
ā¢ Educateā¢ Implement & ā¢ Monitor.ā¢ Hand holding for Horizontal deployment
Improved OEE of the machine Improved Quality Improved Productivity Reduced MTTR Improved MTBF
TQMā¢ Transforming Business
through Operational Excellence
ā¢ DRMā¢ QPDā¢ Business Planā¢ Bench markingā¢ Gap analysisā¢ Trainingā¢ Implementation
ā¢ The Top-Line Transformation ā¢ The Transformation in New Product Developmentā¢ The Bottom-Line Transformation
Improved Plant Operational Efficiency Global Competency
Others ā¢ Cluster ā¢ MSME & NPC Lean benefits
What We Doā¦ā¦
QMS Lean SPES TPM TQM
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Total Quality Management
5 SWork Place Management System
SCM PM
TPM
TQM
LeanMZK
Total Productive Maintenance
Lean Manufacturing System
Industrial Engineering
& Value Engineering
Supply Chain Management
Supplier Process Evaluation(Monozukuri)
IE & VE
How to Improve the Performance Efficiency
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Support Steps (Procedure):1. Share understanding about tasks and aimed target with
Management2. Develop and agree the improvement action plan3. Formulation of teams & Assign Responsibility for completion of
actions.4. Make a schedule for confirming improvement progress
Presentation of Case studies
Review of the statusAs per the schedule agreed
Implementation in areas of
1.Process design2.Trial management3.QMS / SPES Management4.Production Planning and
change control5.Process control6.Gemba Improvement
Improvement Opportunity Decision
Evaluation of Work content
Share Scope and Areas Required1
3
4
5
2
How We Workā¦ā¦
Detail Evaluation, if necessary
Completion of Project & Presentation to Management
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Lean - Improvement Activity - Methodology
Gemba = āActual Placeā or āThe Place Where It HappensāGembutsu = āActual thingā or āActual ProductāGenjitsu = āThe Factsā or āThe Truthā
Basic Techniques(Quantitative)
ā¢ Current Loss Analysis
ā¢ Identify Problems
ā¢ Identify areas of improvement
Kaizen View point / Concept(Qualitative)
ā¢ Create ideas to achieve goals
ā¢ Create Proposals
ā¢ Estimate effectiveness
ā¢ Implementation
ā¢ Measure results
ā¢ Follow up
Kaizen Implementation
Reduce WIPImprove
ProductivityReduce
InventoryIncrease Quality
Skills advanced with each Cycle
Techniques put into Practice
ā¢ How to see Gemba, Gembutsu, Genjitsuā¢ Thinking processā¢ How to use the analysis techniquesā¢ How to apply the Kaizen principlesā¢ Kaizen cycle
How We Approachā¦ā¦
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Aug ā11-March ā16 Future >>
Areas operatedNo. of
customers worked with
Overall Plant Efficiency ImprovementQMSOEM Requirements - VDA 6.3, ASES,ā¦..SHETPSLEANSPESTPMTQMRe SourcingMARKETINGProduct DevelopmentDOE andFire wall systemSpecial Trainings
Overall Plant Efficiency Improvement 6
QMS 6
VDA 6.3 - Gap analysis & Readiness for Customer Audit 1
ASES - Gap analysis & Readiness for Customer Audit 3
SHE (Safety, Health & Environment) 1 (23 Suppliers)
TPS 3
Lean (Refer training tools) 43 (Refer trailing cells) *
OEE 5 *
Productivity 12 *
Waste elimination 8 *
Cost / inventory reduction 7 *
Process Improve / 5S 10 *
Others (Fire wall / Source Development) 4
Clients Assessment for IMEA along with Sullivan & Frost 15-16 15
Where we are and going to beā¦.
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Case Studiesā¦ QMS & OPERATIONAL EFFICIENCY
ā¢ 6 Clients improved on Plant Operational Efficiencyā¢ 3 Clients were Accredited by Auto OEM for Regular Supply of parts.ā¢ 1 Client was Accredited by Global white Goods leader for Regular supply of Parts.ā¢ 3 Clients were modified with lean layout, process improvements (30% space saved)ā¢ 2 Clients were ISO certifiedā¢ Design of Experiment (DOE) implemented for 1 client to stabilize process and reduce rejection by 20%ā¢ Innovative Plastic mould release spray introduced for many clients reducing cost of release by 75%
(Example case study : Rs. 2.40 to Rs.0.60)
Rejected
Accepted ā With time line
Minimum Required standard
0
40
60
80
100
Supplier
RenNiOEM Accreditaions,innovations and Lean Implementation:-Improving Operational efficiency
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Case Studiesā¦OPERATIONAL EFFICIENCYOperational Efficiency Improvement:
About Assignment;-:Improve Plant Operational Efficiency
Benefits Derived (2014-16):
CLIENT 1 CLIENT 2Turn over increased from 5.8 Crs to 16 Crs Turn over increased from 0.75 Crs to 1.8 Crs
Bottom line increased by 7% from current level Bottom line increased by 12% from current level
Product cost saved nearly 15 lacs/annum through VAVE Activities
Product cost saved nearly 5 lacs/annum through nominated source
Quality rejection @ customer end brought down to 0 ppm from 15000 ppm (Firewall)
Layout modification to suit process and incidentally saved 3000 sq ft area
Employee motivation with job links to business objectives
Bridge Management Objectives and Bottom level objectives through Quality Policy Deployment
Welfare Schemes introduced (Lunch, Uniform, Incentive,ā¦ā¦)
Expanding Export oriented growth by making business trips to USA, Europe countries
Establishment of āApplitechā ā A new unit for experiencing in Mass production setup as well as Business Growth
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Case Studiesā¦PROCESS FLOW LAYOUTEstablishing Toyota Production System Concept:
About Assignment;- Single Piece flow concept implemented. This accomplished the following TPS principles:
1) Create continuous process flow to bring problem to the surface2) Use āPULLā system to avoid Over production3) Level out the workload
Before After
ā¢ Productivity improved (5400 to 6000)ā¢ Work load leveled out. 3 Man power savedā¢ No WIP maintained in the shop floorā¢ Single piece flow followedā¢ Rejections reduced because filtered station wise
Client 1
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Case Studiesā¦PROCESS FLOW LAYOUT
Establishing Toyota Production System Concept:About Assignment;-:Single Piece flow concept implemented. This accomplished the following TPS principles:1) Create continuous process flow to bring problem to the surface2) Use āPULLā system to avoid Over production3) Level out the workload
Before
After
ā¢ Cell Manufacturing Concept established and 5 new additional machines accommodated.ā¢ Shop floor area saved nearly 40% which can be used for further business development
Client 2
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Case Studiesā¦CUSTOMER PPM REDUCTION
Reducing Incoming rejection by establishing Firewall Station:About Assignment;-:Threat at incoming for the Customer needing Sorting, Line Stops etc. .RenNi undertook a Fire Wall operation on the Major Supplier taking in to Stock of 6 months customer concerns, internal and supplier Rejection and erected the Fire Wall at the Supplier after Final inspection. Trained operators, with dedicated Product quality Standards were put in to operation.After establishing ZERO PPM at customer, the internal Process is stabilized.
Client 1
Client 2
0 PPM
CUSTOMER PPM TREND
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Case Studiesā¦. BENEFITS ā CLUSTER 1
Before After650007000075000800008500090000
74000
86400
PRODUCTION CAPACITY (Nos)
Before After05
10152025 21.6
8.28
INVENTORY (Rs IN LACS)
Before After0
1020304050 39.6
22.8
LEAD TIME (HRS)
Before After0
50100150200 155
115
SETUP TIME (HRS)
Before After0
50
100
150100
50
SPACE UTILISATION (SQ FT)
Before After0%
20%40%60%80%
100%
47%
85%
OEE (%)
Before After0
5
10 8
4
OVER TRANSPORTATION (METERS)
Before After0%5%
10%15% 10%
2%
INHOUSE REJECTION (%)Before After
01234
0
2.91
SAVINGS (Rs IN LACS)
Operational Efficiency improved in 10 months duration:
Before After0
102030
0
20
KAIZENS (Rs IN Nos)
PARTICULARS UNITS PRE INTERVENTION
POST INTERVENTION
% OF CHANGE
Production Capacity NOS 74400 86400 16%Inventory turnover (Rs) Rs 2160000 828000 62%Lead time (Hrs) Hrs 39.6 22.8 42%Machine utilisation or OEE % 47 85 81%Space utilisation Sq ft 100 50 50%Set up time Mins 9300 6900 26%Over transportation Meters 8 4 50%Quality In house rejection PPM 104460 19200 82%Savings Rs --- 291432 ---Kaizen NOS --- 20 ---
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Case Studiesā¦. BENEFITS ā CLUSTER 2
Before After420000
440000
460000
480000
500000
446982
492708
PRODUCTION CAPACITY (Nos)
Before After02468
1012
0
9.6
SCRAP SALVAGE VALUE (Rs LAKHS)
Before After0
500
1000
1500
0
1010
LEAD TIME (HRS)
Before After0
100200300400500 444
96
OVER WAITING TIME (MINS)
Before After0
2000
4000
6000 5040
2920
SPACE UTILISATION (SQ FT)
Before After0.00
1000.00
2000.00
3000.002688.
001680.
00
MACHINE UTILISATION (Hrs)
Before After0
50
100 92.662.8
INVENTORY TURN OVER (LAKHS)
Before After0
50000100000150000
137568
46332
INHOUSE REJECTION (%)Before After
05
101520
0
16.8
SAVINGS (Rs IN LACS)
Operational Efficiency improved in 10 months duration:
Before After0
102030
0
25
KAIZENS (Rs IN Nos)
PARTICULARS UNITS PRE INTERVENTION
POST INTERVENTION
% OF CHANGE
Production Capacity NOS 446982.00 492708.00 10%
Scrap Salvage Value Rs --- 960000.00 ---
Inventory turnover (Rs) Rs 9264000.00 6288000.00 32%Lead time (Hrs) Hrs --- 1010.00 ---Machine utilisation or OEE Hrs 2688.00 1680.00 38%Space utilisation Sq ft 5040.00 2920.00 42%Over waiting Time Mins 444.00 96.00 78%Quality Inhouse rejection PPM 137568 46332 66%Savings Rs --- 1683260.00 ---Kaizen NOS --- 25 ---
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Case Studies .... with Associated ClientsOther Activities Performed:With ATKEARNEY as Special Consultant;-ā¢ As special consultant for studying at their OEM customer to reduce material cost by 10% on Components, by applying Lean Manufacturing, Design Innovations and alternate material ideas. Successfully completedā¦..
Sylvain & frost as special consultant:-ā¢ Under took as special consultant and completed 4 Business proposalāTechnical study & project reporting .and Revival Strategy. ( Foundry, M/C shop, Forging, and Gen Set)ā¢ Special External Auditor for IMEA (India Manufacturing Excellence Award) for the year 2015 & 2016
OTHERSā¢ Product Development ( design, development & backward integration)ā¢ Undertook Lean cluster improvements as an authorized Lean Consultant by MSME/NPC (India) ā¢ Professional Director for Nisco Group, Chennai
HMG on trainingā¢ Conduct national wide training on special and specific subjects on Request..2 events..5 citiesā¦.
JM Fric Tech for R&D centre Establishment;ā¢ Design Development Centre for their hydraulic Cylinders to Off high way Vehicle. SYB Consultant:
ā¢ Act as an extended arm of this French Consultant in their Technical/ management Needs as their representative with their OEM/ T1 Customers.
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Our Customersā¦ā¦
a EIM India - NewBridge Partners
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Our Customers ā Cluster 1&2
t u b i c o r
Established By Whirl Pool / MSME;-About Clients;--
Whirl pool in conjunction with MSME/ NPC, established this LEAN CLUSTER-1 & 2, for their T1 Suppliers..The supplier Combination consists of Injection molded plastics, springs, Corrugated box packing material, vacummised Extrusion, PCB manufacturing, Expanded polystyrene ( thermocoal), Aluminium castings, sheet metal, stainless steel pressing & fabrication, Injection molding ,sub assemblies.. etc.
Vimprotech
Sri Mother Plastics
Technotubes
Venus Polymers
KOSH INNOVATIONS
MTV & MKM
CLUSTER 1 CLUSTER 2
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CORPORATE OFFICE:
13/3, Shresta Riverside Apartment,
Wood Creek Road,
Nandambakkam,
Chennai ā 600 089
Tamilnadu, India
Email : [email protected]
Ph : 098402 79455 / 044-4285 0026
BRANCH OFFICE:
Flat No. 203, House No. 2-2-1137/3/1
Surya Enclave,
New Nallakunta,
Hyderabad ā 500 044
Andhra Pradesh, India
Email : [email protected]
Ph : 089788 56702 / 040-27550742
Contact Usā¦ā¦.
āLet Us See What's Not Workingā
Thank You