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INTRODUCTION TO THE GODREJ GROUP
Godrej Group is an Indian conglomerate headquartered in Mumbai, India. It was founded by Ardeshir Godrej and Pirojsha Godrej in 1897, Lalbaug, Mumbai. It has presence in seven major companies with interests in real estate, FMCG, industrial engineering, appliances, furniture, security and agri care – to name a few – its turnover crosses 3.3 billion dollars. Godrej Group is one of the largest conglomerates based in Mumbai, India, involved in various industries that include appliances, precision equipment, machine tools, furniture, healthcare, interior solutions, office equipment, food-processing, security, materials handling and industrial storage solutions, construction and information technology. Its products include Locks, access control systems , security systems and safes, typewriters and word processors, rocket
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launchers, refrigerators and furniture, outsourcing services, machine tools and process equipment, cosmetics and detergents, engineering workstations, medical diagnostics and aerospace equipment, edible oils and chemical, mosquito repellents, car perfumes, chicken and agri-products, material handling equipment like FORKLIFT trucks, stackers, tyre handlers, sweeping machines, access equipments etc. The Group is headed by Adi Godrej and Jamshyd Godrej. The Godrej group also owns vast land in Vikhroli, occupying 3500 acres (14 sq km) of land on both sides of the Vikhroli section of the LBS marg. That makes the Godrej group the biggest private land owner in Mumbai by far. Such vast land can, in theory, be used to create at least 1,500 acres (6.1 km2) of residential floor space, which, at very modest rates (Rs.10000/sq ft), can be sold for USD 16 billion. Thus, the Godrej group is sitting on an invisible cashpile that is an envy of other Indian conglomerates.
From high tech engineering solutions to world-class consumer products, it is an integral part of the lives of millions of Indians. Setting quality benchmarks and redefining customer satisfaction, as they enrich lives across boundaries. They are also one of the most respected corporate houses known for our philanthropy and initiation of labour reforms besides being recognized for our values of fair, transparent and ethical dealings.
They built an empire on the values of integrity, trust and respect there and there is no doubt that they will go wrong. So it should hardly come as a surprise that they are an integral part of millions of people's lives, enriching it in more ways than they can imagine. Today, for most people Godrej is the shining example of enduring ideals in a changing world.
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Timeline 1897 - Godrej is established in 1899 1897 - Locks 1902 - Godrej makes its first Indian Safe 1902 – Security Storage Division 1918 - Godrej Soaps Limited incorporated 1923 – Interio 1923 - Material Handling 1936 – Storage Solutions 1955 – Prima 1955 – Tooling 1958 - Appliances 1961- Godrej Started Manufacturing Forklift Trucks in India 1971- Godrej Agrovet Limited began as an Animal Feeds division of Godrej Soaps 1974 - Veg oils division in Wadala, Mumbai acquired 1976 – Process Equipment Division 1990 - Godrej Properties Limited, another subsidiary, established 1991 - Foods business started 1991 - Godrej Agrovet Limited incorporated 1994 - Transelektra Domestic Products acquired 1995 - Transelektra forged a strategic alliance with Sara Lee USA 1999 - Transelektra renamed Godrej Sara Lee Limited and incorporated Godrej Infotech Ltd .
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Achievements In 1897, Godrej introduced the first lock with lever technology in India. In 1902, Godrej made the first Indian safe. In 1920, Godrej made soap using vegetable oil, which was a huge hit with the vegetarian community in India In 1955, Godrej produced India's first indigenous typewriter In 1989, Godrej became the first company to introduce PUF (Polyurethane Foam) Introduced India's first and only 100% CFC, HCFC, HFC free refrigerators
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Awards
GCPL, the Highest Ranked Indian FMCG in Asia's Hot Growth Companies' List by
Business Week Godrej Consumer Products Ltd. has been ranked 14th in The Best Companies to Work
For study. This study was jointly conducted by Business Today, Mercer and Taylor Nelson Sofres (TNS) Godrej Consumer Products Ranks 6th in ET-Hewitt Best Employers of India survey GCPL ranked 15th in Great Places to Work 2006 survey The Corporate Citizen of the Year Award given by Economic Times. Flagship brands Goodknight, Cinthol and Ezee selected Superbrands by the Superbrands
Council Godrej Sara Lee, the JV between the Godrej Group and Sara lee Corporation, USA is
acknowledged the World's largest mat manufacturers and South Asia's largest manufacturers of Coils. Godrej Consumer Products Limited, adjudged as a Business Superbrand by the Super
Brands Council. The Return on Capital Employed and Return on Net Worth ratios of Godrej Consumer
Products - the highest in corporate India. Godrej Consumer Products was awarded the "Best Managed Workforce" award given by
Hewitt Associates and CNBC TV18. Lifetime Achievement Award for Godrej Industries from CHEMEXCIL, the Basic
Chemicals Pharmaceuticals and Cosmetics Exports Promotion Council.
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Achievements in 2011 PES won the 1st prize in the Best Kaizen Competition conducted by CII for the 4 th consecutive year in a row (February„11) G & B received the Leader in Energy Efficiency and Sustainability Award by the US building council, thereby becoming the First building in Mumbai to receive a prestigious rating (May„11) Security Solutions has been awarded a Certificate for Strong Commitment to Excel and is one of 20 organisations all over India to be so recognized. It also been awarded a Certificate for Good Management Practice in the area of People Management, (May„11) Godrej Precision Engineering bags 2nd prize in the 17th Kaizen Conference (July 11). Godrej Appliances- Mohali & Shirwal units bag the 1st prize at the 4th CII National cluster summit (Oct„11) Godrej Precision Engineering bags Vishwakarma Rashtriya Puraskar for the 5th Consecutive Year (Nov„11) Godrej Locks wins the Acetech 2011 Design Wall Award for 'i-secure Mechatronix (Nov„11) Nine Godrej & Boyce businesses shine at the CII National Quality Summit 2011 namely Construction ,Appliances ,E&E ,Interio ,Lawkim,Locks, Material handling, Security Solutions & Tooling ( Dec11) Godrej Tooling wins 3rd prize in IMTMA - SIEMENS National Productivity Championship Awards 2011 (Dec 11) Godrej Interio bags the CII Design Excellence Award 2011 (Industrial design – Home Products Category for Sizzle – Dining Solution (Dec 11) 6
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Evolution of Godrej Brand Year 1997
Year 2006
The New Brand Identity
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Year 2008
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Godrej Going Green
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Domestic Presence- Manufacturing units in India
International Presence
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Mission Enriching Quality of Life Everyday Everywhere
Vision Godrej in Every Home & Work Place
Values
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The Godrej Group
Godrej’s Businesses
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Office & Consumer Products Group
1) INTERIO MISSION:
Enriching life by transforming home and work spaces.
VISION:
Godrej - The choice for home & work space solutions.
Range of products:
Furniture for home, office, hospitals, establishments, labs,
educational institutions, shipyards and defense.
2) SECURITY SOLUTIONS MISSION: VISION: VALUES:
Enriching Quality of life. Everyday. Everywhere. Godrej in every home and workplace Expression, Experience, Progression and Empathy
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ABOUT SECURITY SOLUTIONS: As challenges have advanced, so have solutions. Godrej Security Solutions believes it needs to constantly stay ahead and keep pace with the latest technology to meet growing needs. This is the reason why we have graduated from simple lever and tumbler locks several years ago to modern, intelligent technologies.
3) PRIMA Godrej Prima is in the business of Vending, AV Solutions & Batteries.
Godrej Vending:
Godrej Vending is in the business of table top hot beverage vending machines. We also provide hot beverages through vending machines. Our services include providing machines, cleaning, breakdown maintenance, supply & refilling of consumables.
Godrej AV Solutions:
Godrej AV Solutions is in the business of providing AV products & customized solutions which integrate audio, video, display, video conferencing and lighting equipment using control & signal processors.
Godrej Batteries:
Godrej Batteries is in the business of consumer batteries and allied products with special focus on rechargeable batteries and chargers. 13
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4) STORAGE SOLUTIONS MISSION:
To conquer space. To transform Business.
VISION:
Innovations, Speed, Integrity, Customer focus, Conviction.
VALUES:
To be a world-class logistics and storage solutions provider.
ABOUT STORAGE SOLUTIONS:
Godrej Storage Solutions are pioneers, visionaries and market leaders for over 5 decades in India in the field of Storage & Material Handling with world-class design, manufacturing, project management, distribution & after sales support to service all your needs.
5) LOCKS MISSION:
To provide a wide range of smart security and safety locking devices,
solutions and related hardware accessories satisfying users' needs for Protection of life and property. VISION:
Our vision is to achieve profitable and sustainable growth and thereby
retain market leadership. We wish to accomplish this by engaging and enabling all segments of employees, creating a healthy supplier ecosystem, offering smart security and safety locking devices, solutions and related hardware accessories which satisfy the functional and emotional needs of all segments of customers, supported by smart after market service.
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VALUES:
Concern for society and environment, Learning and sharing, Customer-
centricity, Entrepreneurship, Innovation, Speed, Professionalism.
ABOUT LOCKS:
Every man dreams- but only achiever has the power to transform them into reality. In 1897, one such achiever, Mr. Ardeshir Godrej, realized his dreams when he became the first Indian manufacturer to displace well entrenched foreign brands from the Indian market.Theword„Godrej‟etchedintohismetallocksbecamethesymbolofself-reliance for the generations that followed – the signature of trust. Today, this dream has gone beyond reality – it has become the symbol of self reliance for the generations that followed – the signature of trust. For over 100 years now, Godrej has brought a smile to the faces of innumerable people, through its highly effective & international standard locks & locking solutions. Solutions that reach homes, offices, industries and the hearts of millions. Godrej, one of the largest business houses in India, has been continuously striving to offer locking solutions that reflect integrity, trust & quality. Over the years, Godrej Locks have changed in form, function & scope of application. One thing however remains constant – the stamp of Reliability & Trust. Godrej is the first Indian Lock manufacturer to introduce the Ultra and EVVA 3KS locking systems. These locks are unpick able because they cannot be opened without their own key and it is virtually impossible to make duplicate key without the original key. These locks are made with best technology and materials.
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Industrial Products Group
1) TOOLING MISSION: VISION: VALUES:
Buildingcustomer‟scompetitivenessthroughtooling solutions Preferred provider of value added tooling solutions world wide Commitment, Reliability, Value for money, Trust, Integrity.
ABOUT TOOLING: Godrej launched its state-of-the-art tool room way back in 1935. Constant innovation ensures that even today Godrej Tooling is one of India‟s most advanced tool room. Since inception, we have emerged as a key player in design, manufacture and proving of tools. We are an IMS (ISO 9001, ISO 14001 & OHSAS 18001) certified unit catering to entire tooling solutions and reaching out globally.
We manufacture custom-built, high quality tooling that caters to a wide cross section of 16
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players in the automobile sector, amongst others. We are highly experienced in Pressure Die Casting Dies, Thermo-compression Moulds, complex and large sheet metal
tooling
for
Auto
Panels
and
Progressive
Dies.
With 39 CNC Machines, 140 Conventional Machines, 50 designers, 350 trained associates and total team strength of 500, we operate from a 6400 sq. meter space. CAD/CAM software like Unigraphics, Pro-Engineer, TEBIS, Delcam are used to create designs which are validated on Mold Flow, Hyperform LS Dyna and Magma Flow and trials are conducted on dedicated in-house facilities. We are a systems driven organization, eager to learn and experiment, in tune with the latest technology. Rich learning experience gained with International customers like Honda Cars, Honda Motorcycles, Toyota, Suzuki, Mahindra & Mahindra, Tata Motors, Caparo, Valeo etc. has established us as one of the most preferred Tool Rooms in India. With consistent performance and dependable after sales service, our customers keep coming to us with repeat orders and felicitations as well.
With unmatched quality & service, Godrej Tooling is the ultimate solution provider for all your tooling needs.
Godrej Tooling is a business unit of Godrej & Boyce Mfg. Co. Ltd.
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2) PRECISION ENGINEEIRING MISSION: VISION: VALUES:
To engineer precision systems for self-reliance Preferred alliance renowned for speed & competitiveness Integrity, Speed, Learning, Discipline, Teamwork
ABOUT PRECISION ENGINERING: Godrej Precision Engineering (PE) delivers customized solutions to customers demanding quality products in high technology engineering and manufacturing domain. We serve our esteemed customers who are pioneers in their area of business. Broadly Godrej PE business can be divided in to four verticals.
Wind mills products: Today mainly producing large precise fabrications for generator of gearless type windmills.
Customized equipments: Large precision fabricated and machined equipments for Gas turbines, Steam turbines, Ladle Turrets for Steel continuous casting machines
Nuclear products: Equipments for Nuclear power plants, special equipments for supporting research in Government of India nuclear research institutes.
Defence products: Ground based defence systems: Missile Launchers, Missile handling systems, 18
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Bridging solutions, Special application equipments for DRDO 
Machine Tool Service: Our 50 years of experience coupled with highly skilled experts and engineers Godrej Machine Tool Services, offers highly equipped machines. We offer services to recondition or rebuild machinery or to maintain your machinery with appropriate contract systems. Our Machine Tool Services spans across CNC Press Brakes, mechanical, hydraulic, machine maintenance and repair. Our services combine experience and dependable service with preventive maintenance, contract programming, and trainings to virtually guarantee the smooth operation of your machine
Our core strength lies in our high-tech manufacturing backed by design and engineering skills. We also take up responsibilities through our after sales services for AMC for equipments supplied by us. Godrej PE is inherited by 5 decades of experience in machine tool building. We have built on this unique experience and developed capabilities of system integration. The best example of successful demonstration of system integration capabilities can be seen in Missile Launchers delivered by us, now inducted in Indian Army. These launching systems are complex integration of mechanical, electrical, power supply, hydraulic, electronics systems. TQM based work culture, Kaizen initiatives aimed towards constant progress to deliver customized solutions to delight our customers is a way of life for Godrej Precision Engineering. Godrej PES QA program is certified by ISO 9001, OHSAS 18001 and ISO 14001. Multi-project scheduling, multi tasking is done in software PS8. Enterprise resources are planned through ERP software BaaN. 19
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3) PRECISION SYSTEMS MISSION: VISION: VALUES:
On time, every time through enhanced competency Globally trusted partners in aero - systems Integrity, Trust, Respect environment, Safety
ABOUT PECISION SYSTEMS:
Godrej Precision Systems, engaged in the Hi-Tech Aerospace Manufacturing. Activities, had its beginning in a small way, back in 1985, with development of critical, high precision spacecraft components, made out of exotic alloys.
Today,
Precision Systems is executing major Aerospace projects involving Precision machining, Precision fabrication, (Welding & Brazing), Heat Treatment, Surface Treatment, Assembly, Testing & Supply of Complex & Air worthy Systems. Godrej Precision Systems has amassed a rich experience in successful development & productionisation of Liquid Propulsion Engines, Defence Systems, Satellite Components & Assemblies and Dish Antennas with Feed Systems - all duly approved & accepted by our customers.
Infrastructure
Precision Systems
has specialized infrastructure of large CNC Machine Shop, Weld Shop with ATIG, AMIG Orbital Machines, Heat Treatment & Surface Treatment facilities with wide spectrum capability, elaborate Test Facilities, CMMs & Other CNC Measuring Devices for Inspection, NDT Facilities, to name the most important from amongst many.
Certification
Godrej Precision Systems is AS 9100 Rev B, ISO
14001, OSHAS 1800 Certified by Underwriters Laboratories. Our chemical processing (Anodisation - Type 1, II, III and Passivation) and NDT (FPI , MPI & RT) 20
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, Welding (TIG , MIG , & SPOT) and Heat Treatment is NADCAP approved.
4) PROCESS EQUIPMENT MISSION:
Sustaining Life By helping to meet Everyday Needs of Everyday People
Everywhere VISION:
A Leading Global Manufacturer of High End Process Equipment, with
every major Plant in the World as our satisfied Customer VALUES:
Commitment, Excellence, Partnership, Integrity, Caring
ABOUT PROCESS EQUIPMENT:
Godrej Process Equipment is a leader in fabricating unit static equipment for process industries. Established in 1976, Godrej Process Equipment manufactures the entire range of process equipment for end-users in core industry segments like Refineries, Petrochemicals, Fertilizers, Oil & Gas, Chemicals, Pharmaceuticals and Power around the world.
Established in 1976, Godrej Process Equipment manufactures the entire range of process equipment for end-users in core industry segments like Refineries, Petrochemicals, Fertilizers, Oil & Gas, Chemicals, Pharmaceuticals and Power around the world.
Located in the industrial garden of Vikhroli, a northern suburb of Mumbai, in India, the
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lush green Godrej complex and Godrej Process Equipment's impressive manufacturing facilities strike the eye.
5) MATERIAL HANDLING MISSION: VISION:
We provide total solutions to lift, shift and move To be leaders in forklifts and warehouse trucks in India and chosen
markets abroad VALUES:
Integrity, Responsiveness, Creativity, Learning, Teamwork.
ABOUT MATERIAL HANDLING:
Godrej Material Handling is the largest manufacturer of material handling equipment in India. Established in 1963, we provide mobile path material handling solutions to virtually all industries in manufacturing, infrastructure, services, aviation, logistics, defence, ports, railways and power.
Our range includes diesel, LPG and electric counterbalanced forklifts up to 25 tonne capacity, warehouse trucks and special trucks for specific applications. We have tied up with eminent global players like Crown, Komatsu, Hubtex, Merlo, Iteco, Tennant and Harlan, to enhance our range and create a full basket of offerings.
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THE ORGANISATION CHART
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TPM HISTORY:
TPM, a unique Japanese managerial expertise, was created in 1971 based
on the PM (Preventive Maintenance or Productive Maintenance) introduced by the US in the 1950s through the 1960s. Subsequently, in the 1970s an 1980s, TPM gradually developed as its remarkable achievement was recognized. TPM now permeates entire company structures; every line and all parts of the world; this is evidenced by a sharp increase in the number of establishments receiving PM awards based on TPM, the shift from production TPM to companywide TPM and the growing number of countries in willingly practiced.
PM
TPM
1
1950s to 1960s-Originated from the US, meaning Preventive maintenance or Productive Maintenance.
1971-Originated from Japan, a derivative of PM after being introduced by the US; a detailed study with unique Japanese perspective and tailoring led to its formation.
2
PM does not attempt to improve overall production efficiency by considering efficient methods of using equipments. It seeks to maximize equipment efficiency by improving equipment manufacturing and maintenance.
TPM is designed for the overall pursuit of improvement of the efficiency of production system by improving method of manufacturing; using and maintaining equipment.
3
The operators are dedicated to production and all the routine maintenance is done by maintenance staff.
The operators must preserve and maintain their own equipments and routine maintenance such as cleaning, oiling, tightening and inspection should be done by them.
4
There is no implementation of smallgroup activities participated by all members.
Characterized by "overlapping smallgroup activities" wherein top level management and lower level management work together with the frontline staff.
5
PM is more equipment oriented and improving production efficiency by improving methods and equipment.
TPM aims to minimize all the losses namely, losses due to- failure and adjustment, setup, speed reduction etc.
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INTRODUCTION: •
TPM means Total Productive Maintenance I.e. complete productivity maintenance.
•
It means all the tools and equipments required for production is completely maintained.
•
To increase productive capacity and best performance of these tools & equipments, TPM is implemented.
•
In order to survive in this competitive world, for every company it becomes essential to maintain machines in production department and in other sections in best condition.
•
To achieve this, TPM is the only way. TPM means to bring machines in the excellent working condition and to change the system of working in a way that the machines remain in the excellent working condition always.
In short TPM means: 1. Total Preventive maintenance. 2. Total Productive maintenance. 3. Total Equipment & Tools maintenance. 4. Organizing total production capacity.
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NEED FOR TPM: 1. Customer satisfaction. 2. Employee satisfaction. 3. Social satisfaction. 4. National and global satisfaction. 5. Increase in productivity. 6. Decrease in losses. 7. Increased OEE of machines. •
In the journey to make our work, product and company a `world class', TPM is an important step.
•
The work that we do should be of superior level, Machines being used should not come to a standstill, there should be increase in production and productivity, Production cost should be less, and there should be increased safety level.
•
In order to achieve this, implementation of TPM is essential. In day to day work, if proper procedure is not adopted, we might face many problems.
•
TPM means working in a systematic and appropriate way and thereby reducing the problems that arise on daily basis and helps in eliminating the same.
•
TPM objective is to reduce losses, rejection, breakdown and losses and bringing them to zero level. 26
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TPM OBJECTIVES: 1. To use tools & equipments to their maximum capacity. 2. To make tools & equipments productive, prepare a SOP. 3. To encourage involvement of other departments in maintaining and taking care of tools and equipments. 4. To encourage co-operation of Management, Supervisor & workmen through small group activity. While working through TPM, we have to ensure that we have decided upon the objectives to be achieved through following six ways viz. P, Q, C, D, S, and M.
P– Productivity
D- Delivery
Q - Quality: Zero error
S- Safety
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C- Cost
M- Morale
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PROBLEMS IN A MANUFACTURING INDUSTRY:
The mindset of the operator and the maintenancestaffaboutmachinesis…. “I Manufacture – You Repair” Or “I Make - You Fix” This needs to be changed for keeping the machine in condition, obtaining a better throughput, satisfying the customer and ultimately fetching more profit.
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THE USUAL BLAME GAME GOES AS FOLLOWS… Machine Shop Person
Maintenance Person Production does not know how to operate.
Maintenance does not do its job. They take too long to fix the equipment.
We have lot of machines to maintain and check, so it is not possible to attend every problem on time.
This equipment is so old no wonder it breaks down again and again.
Wegetlotofrepairssowedon‟thave ample time to do a real corrective action and are forced to do only temporary job.
We are too busy to do vital daily checks.
We have prepared lot of standards but they do not follow them.
There are several instances in an industry wherein these blame games have led to catastrophic losses. A proper communication system and understanding is necessary to work harmoniously towards a common goal. TPM aims at making the operator self-sufficient and independent enough to solve minor issues with the machine. Efforts should be taken for involvement of operators in decision making strategies prior to which the operator should be trained by the maintenance people themselves. An industry would be problem-free if maintenance and operators along with the machine shop people work hand in hand.
THE RELATIONSHIIP BETWEEN THE OPERATOR AND THE MACHINE SHOULD BE THAT OF A MOTHER AND CHILD.
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THE EIGHT PILLARS OF TPM WITH A BASE OF 5-S
The base of TPM is formed by following another management technique - the 5S on which the other 8 pillars stand strong are as follows: 1. Autonomous Maintenance (Jishu Hozen): To keep the machine in good condition with the help of Production department. To achieve zero breakdown, zero defect and zero accident.
2. Planned Maintenance: To increase the reliability and maintainability of the machines to higher level and thereby achieve zero breakdowns. Maintenance of the machines are to be planned. 30
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3. Quality Maintenance (Hinshitsu Hozen): To achieve zero rejection and rework, find out necessary information so that the machine can be maintained such that no rejection or rework is required.
4. Individual Improvement (Kobetsu Kaizen): To bring the unnecessary losses to zero level and reduce other losses through kaizen and thereby improve OEE of machines.
5. Education & Training: TPM fundamentals and training on machines, achieve higher level of OEE, reduce losses due to lack of training, breakdown, defects, accidents to zero level.
6. Administration (Office TPM): Implement TPM in offices and thereby improvements in office work. Work capability and productivity will increase. Help production department and thus their productivity will also increase.
7. Safety, Hygiene & Environment: Through training achieve zero defect and create safer environment and thus maintain health and environment.
8. Development Management: It aims to design tools and equipments, assemble the same, put them in working condition, etc. improvements done through Kaizen are considered and accordingly new machines are made ready. Ensure new machines abide by the TPM fundamentals. 31
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THE BASE – 5S:
Japanese Term
English Translation
Equivalent 'S' term
Seiri
Sorting
Sort
Seiton
Tidiness
Systematize
Seiso
Cleaning
Sweep
Seiketsu
Standardization
Standardize
Shitsuke
Discipline
Self - Discipline
Goal of 5’S: • To reduce searching time. • To make work area more clean, efficient & productive. • To reduce chances of accidents. • Uniformity across the shop. • Discipline in the work area.
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JH PILLAR OF TPM JH (JISHU HOZEN) means self maintenance i.e. maintaining your machine with technique called C.L.I.T. C – CLEANING L – LUBRICATION I – INSPECTION T – TIGHTENING
Principles of Jishu Hozen: 1) Everybody maintains his machine on his own. 2) Machine should be taken care as we take care of ourselves by cleaning regularly. 3) Reduce the dependency on the maintenance person. 4) Only when the production machine will change, we will notice change in ourselves and when we will change the shop will change.
Targets of Jishu Hozen: 1) Improving the machine condition by bringing together the maintenance and production people and to see that the machine always remains in good condition. 2) Prvent forced deterioration of machine. Develop the ability in the production people for everyday inspection of the machine. It includes everyday cleaning, inspection, oiling, simple repairs and changing worn ut parts etc.
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3) With JH activities the operators get beter knowledge about the machine as in How the machine works? What is the root cause of commonly occurring problems? How these problems can be prevented? Etc. It also helps in finding out the abnormalities quickly and taking corrective actions over them. The operator, the maintenance and the engineering department should work hand in hand to promote the working efficiency and reliability of the machine.
Skills required for Jishu Hozen: Capabilities for understanding the criteria for setting normal and abnormality. Capability of abiding by condition and ability to observe the rules. Capability of taking proper steps in the event of abnormalities. Capability of finding and improving the machine malfunctions. Capability of understandingtheequipment‟sstructure/functionandfindingthecause formalities of abnormalities. Capability of understanding the relation between equipment and quality, predicting abnormalities and finding the cause. Knowledge of 5S. Getting knowledge about various mechanisms of machine; developing the ability to find out the root cause of breakdown. Ability to know the relation between machine and breakdown and the machinie and the defect; to analyze and solve the problem
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Important terms in Jishu Hozen:
1) Ideal condition of the machine The properties of the machine are at a higher level. Abnormalities can be found out by keeping ideal condition in front of eyes and cleaning and inspection in the individual section. The loses can be eliminated by finding out the abnormalities, preventing them and by improvingtheoperatingconditionsofthemachinery.That‟swhyitisveryimportanttokeep the machine in very good condition.
2) Natural machine deterioration Every component has certain life. When the life is over, we have to replace it. This is called natural machine deterioration. E.g. if maintained well, the life of a belt is one year, it is necessary to replace it after one year, because in one year it naturally gets deteriorated. But if proper care is not taken, it may deteriorate even in six months.
3) Forced machine deterioration It is wear due to improper handling, improper operating and due to unhealthy surrounding environment. (e,g. human body will get deteriorated faster due to excessive tension, smoking, alcoholism, etc.) Cleaning, lubrication, inspection and tightening can prevent forced deterioration. 35
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7 STEPS OF JISHU HOZEN Step 0 – Preliminary step. Step 1 – Initial clean up. Step 2 – Counter-measures against sources of contamination and hard to access areas and make the processes like inspection, lubrication, cleaning processes easy. Step 3 – Formulation of tentative standards (CLIT). Step 4 – Overall inspection. Step 5 – Autonomous inspection. Step 6 – Standardization. Step 7 – Autonomous management.
STEP 0 – PRELIMINARY STEP Before implementing the 7 steps, we take the step that is called as preparatory step. In this step, the following activity takes place: Pre-plan on unsafe working conditions and educate every person so that no accidents take place. Before starting JH, stop completely the power supply to the machines. Knowing about the condition of losses and deterioration- the reasons for it, the situation, failures and minor repairs done before
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A complete knowledge about the machines- drawing a sketch of the structure of the machine, understanding the working, understanding the hazards of small defects like lack of lubrication, vibration in parts etc. Getting a list of reasons for breakdown & defects for the last six months, analyzing the same and finding out exact reason for breakdown and defect and plan properly before implementing JH. Dividing the machine like – electric panel, hydraulic power pack, work head, coolant tank according to the department and working members. Ensure involvement of production and maintenance representative. Gather the items that are required for JH – tools like ladder, torch, hand-tools, cottonwaste, any specialized tools. Understand the uses, requirement and details about RED TAGS & WHITE TAGS and also the difference between them. Understand all the formats that are required before conducting JH. Display the work schedule on Activity Board.
While conducting JH, every abnormality is to be noted down and every action that will be taken on then is to be classified, reasons behind them and knowledge required for the improvements of the same to be found out.
The method, purpose, searching technique, oiling period and proper usage of tools are to be defined while doing CLIT operation. 37
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IMPLEMENTATION OF STEP 0
BRAINSTORMING SESSION WITH THE PRODUCTION AND MANAGEMENT STAFF
TRAINING THE OPERATOR ABOUT IMPORTANCE OF LUBRICATING THE MACHINE AT THE RIGHT TIME WITH THE RIGHT LUBRICANT
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STEP 1 – INITIAL CLEANING Purpose: Equipment and machines to be thoroughly cleaned so that machine can be completely free of dust, dirt, chips etc. Work: Cleanliness & Inspection. Search abnormalities in the machine my means of inspection. Understand the reasons for abnormalities. Make improvements on the same and restore machine to its original state.
INITIAL CLEANING CLEANING BY INSPECTION FOR FINDING ABNORMALITIES AND THEN RESTORATION OF ABNORMALITIES
CLEANING WITH MEANING
HOW TO DO IT? CLEANING IS INSPECTION USE 5 SENSES FOR CLEANING FIND OUT 7 TYPES OF ABNORMALITIES PUT TAGS ON ABNORMALITIES PREPARE A LIST OF UNFULFILLED BASIC CONDITIONS 39
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METHODOLOGY OF STEP 1 Make a list of
Hard to clean
Hard to lubricate
Hard to inspect
Hard to tighten
Hard to adjust
Record cleaning time
Carry out audit on 1st step
Meeting after daily activities
Refer to old the old history records
AREAS / PARTS
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THE 7 TYPES OF ABNORMALITIES 1. Minor flows 2. Unfulfilled basic conditions 3. Inaccessible places 4. Contamination sources 5. Quality defect sources 6. Unnecessary & non urgent items 7. Unsafe places IDENTIFICTION is to be done as in RED TAG or WHITE TAG. In case of a RED TAG, the maintenance takes up the responsibility of doing the repairs; on the other hand repairs done by the operator itself are classifed under WHITE TAG. Additionaly it is also necessary to maintain proper records of TAG IDENTIFICATION and TAG REMOVAL after the repair work is completed. The operator needs to be trained to identify these tags effectively.
RED TAG
WHITE TAG
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EXAMPLE OF ABNORMALITIES IN A HYDRAULIC UNIT
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There is a need to list these abnormalities in a proper format so as to enable taking proper action. The listing of these abnormality is called LIST OF ABNORMALITIES and in this company, it is maintained as shown below:
Moreover the Abnormalities Identified are put up in a Matrix to show the result area called as the ABNORMALITY TAG MATRIX which is as given below:
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STEP 2 – COUNTERMEASURES AGAINST SOURCES OF CONTAMINATION AND HARD TO ACCESS AREAS
Taking preventive action to overcome the forced deterioration and to improve the hard to access area. In spite of cleaning the machine in Step 1, the machine still gets dirty because we have not taken the countermeasures on the factors spoiling the condition of the machine. Now we have to do the arrangement so that coolant, lubricant, spatters, chips will not spread everywhere and hence they will not damage any important part. So we have to make an arrangement that will prevent the scattering of coolant, chips, spatters, etc. We can make it possible by fitting a local guard, rather than providing a very big guard all around the machine. If we provide a small local guard at cutting point, it will not allow the coolant or chips to fly off. In short, in step 1 of JH we have tried to find out the solutions on abnormalities. Now in step 2, we have to find out the contaminants of the machine and take preventive actions so that machine will remain clean and more importantly perform better. We have also taken countermeasures on the hard to access areas by which working on the machine become easier. Now the machine is in good condition and possibly the best to work. So, many times the machines which have undergone TPM activity are even better the new machines.
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A detailed records of the sources of contamination and hard to access areas of the machine are to be kept with the respective machine owners of the department. The format for listing the SOURCES OF CONTAMINATION is as given below:
The format for listing the HARD TO ACCESS AREAS is as given below:
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STEP 3 – FORMULATION OF TENTATIVE STANDARDS. (CLIT) In the 1st and 2nd step, we have restored the machine in best condition. Now the machine is not having any abnormality. It is free from coolant, oil, spatters, chips etc. it is easy to inspect, for oiling and maintenance. Now it is very important to maintain the machine in this condition otherwise all the efforts we have taken will go in vain. So step 3 is adopted. This step will ensure that the level of achievement does not increase. In step 3 we set and obey JH standards. We set the JH standards from the experience with the last 2 steps. C
-
CLEANING
L
-
LUBRICATION
I
-
INSPECTION
T
-
TIGHTENING
CLIT is necessary To which part? After how much time? Which are the tools required? What is the ideal condition? If not found in ideal condition, what is the countermeasure? These are the different parts of machine standards.
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JH ACTIVITY DONE ON TOS VERTICAL MILLING MACHINE
1
Micro Activity Plan
2
1S 2S Implementation
3
Step-0 : Preliminary Step (Preparing for Step 1)
4
Step-1 : Initial Clean Up and Abnormality Finding Step-2 : Countermeasure Against Source of Contamination and hard to access areas Step-3 : Prepare Tentative Standards
5 6 7
Status of JH Activities
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1S &2S IMPLEMENTATION
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STEP 0 – PRELIMINARY STEP
INITIAL PREPARATION Sr. No.
Activity
1
Machine Map, Lubrication Map & Visual TPM Checklist
Status Displayed on TPM Board
2
Specification of the machine
On the machine
3
Arrangement of red tags and white tags
Blank tags kept ready
4
Time Loss Analysis Format
Sheet given to the Operator
5
History of failures
6
Training to Operator
Data collected from G call & information taken from maintenance personnel Several Meetings conducted with operator. Operator work with Maintenance during Machine Breakdown
Knowledge about Machine
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BREAKDOWN FREQUENCY
10
9
8 6 6 4
2 2
1
1 0
0
Mar
Apr
0 Feb
May
Jun
Jul
Aug
MACHINE BREAKDOWNS IN HOURS
45 40 35 30 25 20 15 10 5 0
40.17
8.17
Feb
15.08
6.08 0
0
March
April
3.58 May 52
June
July
August
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THE TOS VERTICAL MILLING MACHINE
Machine Name
TOS Vertical Milling
Machine No. Table Size Strokes Max. Weight of Job Max. RPM 1st Range 2nd Range No. of speed Machine Rating Spindle Taper Controller W Centre
442 1800 x 260 mm X 890 Y 460 Z 450 500 Kg. 1400 34-365 80-1500 18 7.5 kW ISO 40 DRO System M 12
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STEP 1 – INITIAL CLEAN UP AND TAG IDENTIFICATIONS
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WHITE TAG STATUS Sr. No. 1 2 3 4 5 6 7 8 9 10 11
Tag
Date of Detection
Status
white white white white
Aug-11 Aug-11 Aug-11 Aug-11
Completed Completed Completed Completed
white
Aug-11
Completed
white white white white white white
Aug-11 Aug-11 Aug-11 Aug-11 Aug-11 Aug-11
Completed Completed Completed Completed Completed Completed
Abnormality Dust &oil on m/c shop flower. Dust &oil on coolant tank cover Dust on m/c top Dust & dirty at DRO scale Dust & dirty Z axis limit (stopper) plate Dust & dirty on coolant motor Hydraulic horse pipe dirty & dusty Rust at machine table Rust at spindle shaft Rust at feed shaft Rust at m/c handle
RED TAG STATUS
Red Red Red Red Red
Date of Detection Aug-11 Aug-11 Aug-11 Aug-11 Aug-11
Completed Completed Completed Pending Completed
Red
Aug-11
Completed
Red
Aug-11
Completed
Red Red Red Red
Aug-11 Aug-11 Aug-11 Aug-11
Completed Completed Completed Completed
Sr. No.
Abnormality
Tag
1 2 3 4 5
Vertical Z axis slide (guide way ) damage Y axis slide handle break Oil pump L H. side over heat Machine vibration Lubrication Indication glass broken After pumping lubrication pump not working properly Oil level glass has been broken cant see oil level Foundation not done M/c On & off button color are same M/c lamp loose DRO Button missing
6 7 8 9 10 11
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STEP 2 – COUNTERMEASURES AGAINST SOURCES OF CONTAMINATION AND HASDR TO ACESS AREAS
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STEP 3 – FORMULATION OF TENTATIVE STANDARDS
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JH STEP AUDITS CONDUCTED In order to see that all the departments are taking TPM seriously and are executing the plans according to the schedule, I was asked by my L+2 (Mr. Arnold Martin) to take audits for the machines. The procedure by which I was conducting the audits is as follows: 1. Each department submits its plans and status about the completion of the respective steps on all of their machines to the planning department which is available compiled at the main server. 2. Collect the data and paste it in an excel sheet as the database as I used it for the audits. 3. As instructed by Mr. Martin, take 2 machines per cell per department that makes it 20 machines at a time for a single audit conducted. To prevent disappointments and delays, select such machines whose resource owners are available for the audits. 4. After the selection of machines is done, make a blank format, take a printout and proceed for the audits. 5. Take one machine at a time; see according to the sever records, which step they claim to have been completed and ask for the documentation of the requisite formats as follows:
For step 0 - a ppt containing their cleaning work should be available at their disposal
For step 1 – they should have the List of abnormalities and Abnormality tag matrix (abbreviated as LOA and ATM in the reports) in the requisite formats and the latest date of execution of work.
For step 2 – the countermeasure against sources of contamination and hard to access areas are listed in the format shown earlier above. For conformation, a
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personal visit to the machine with the resource owner is advisable as it clarifies a lot of things and we also understand the work done better. 
For step 3 – CLIT sheets should be made. Properly defined with the parts to be cleaned, lubricated, inspected and/or tightened with the tools to be used, frequency of the operation (daily, weekly or monthly) with proper pictorial descriptions of the parts and also the operator should have the full understanding of the importance of the CLIT sheet. Also countercheck the CLIT check sheet which is given to the operators for following up with their daily TPM activities.
6. After completing the above procedure, make a detailed report of the observations made, add remarks and suggestions and discuss the same with Mr. Martin. 7. The reports I had made were discussed every Saturday in the JH pillar meeting. 8. At first I decided a day every week say Thursday to conduct the audits. Having done that for 4 weeks, I changed it to random weekly audits informing the resource owners only a day in advance and then at last it was a monthly audit.
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FORMAT FOR THE AUDITS CONDUCTED WITH A SPECIMEN AUDIT REPORT
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THE FINAL OUTCOME OF THE AUDITS The final outcomes of the audits as I understand are as follows: WHAT THE DIVISION GAINED? TPM was taken more seriously as they came to know they are monitored. Efforts put by the staff increased. More interest was shown in concern with TPM. Their targets of completion of steps were met with at the right time. It improved the teamwork of the different departments. A competitive spirit was ignited which kept TPM activities going in full swing. Quite a remarkable increase in the production rates was also observed. WHAT I GAINED? I had a better understanding of TPM and its implementation on various types of machines. The suggestions given by many of the cell owners helped me improve on my audits like fixing a proper appointment with the resource owner before the audits which made me finish them earlier. Improve my understanding ability and to deploy an idea horizontally to various fields of production. Cleared my basics on TPM and improved my communication skills too. I could easily identify which activity comes under which step. Helped me to carry out TPM activities myself with much ease.
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STEP 4 – OVERALL INSPEACTION, OPERATOR TRAINING PURPOSE: Understanding the structure function and principles of the equipment and its ideal status. Obtaining the skills that enable inspection of the primary mechanisms and the parts of the equipment. Inspection of main functional parts and constituting equipment without exception. Identifying the latest defects and restoring the machine and its original state. PROCEDURE: Preparation and implementation of overall inspection sheets. Education and training. Standardization of individual subjects for overall inspection.
STEP 5 – AUTONOMOUS INSPECTION PURPOSE: Reviewing cleaning, oiling and overall inspection standards and completing JH standards. Improving the efficiency of autonomous inspection work promoting the visual control and preventing the careless mistakes, in order to ensure maintenance and control and JH standards. PROCUDURE: Reviewing the cleaning, oiling and overall inspection standards. Compare the JH standards with inspection and maintenance department.
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STEP 6 – STANDARDIZATION PURPOSE: Review the role of operator and efficiency improvement and standardization of related work. Improvement of maintenance and control of autonomous inspection and creating the necessary structure. PROCEDURE: Grasping the contents of operator work and reviewing them. Sorting out and improving, what has not been indicated regarding the efficiency and standardization while reviewing the implementation of JH activities.
STEP 7 – AUTONOMOUS MANAGEMENT PURPOSE: Forming JH setup that encourage unlimited challenges based on activities that have changed equipments, persons and yielded the positive results. Striving to meet the targets of zero failure, zero defects and seeking positively to encircle stream management. PROCEDURE: Establishing a non-demolishing management area Upgrading the capabilities of operators to perform their role in production activities.
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THE KK PLIIAR OF TPM: (KOBETSU KAIZEN)
The principle: - “Averylargenumberofsmallimprovementsaremoreeffectiveinan organizationalenvironmentthanafewimprovementsoflargevalue” Kaizen Policy: Practice concepts of zero losses in every sphere of activity. Relentless pursuit to achieve cost reduction targets in all resources. Relentless pursuit to improve over all plant equipment effectiveness. Extensive use of PM analysis as a tool for eliminating losses.
Focus of easy handling of operators.
TYPES OF LOSSES RECORDED IN A MACHINE: 1. Equipment failure loss 2. Set up / adjustment loss 3. Tool change loss 4. Start up loss 5. Minor stoppages 6. Speed loss 7. Defect and rework loss 8. Shut down losses 67
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9. Management loss 10. Motion loss 11. Line organization loss 12. Logistic loss 13. Measure and adjustment loss 14. Yield loss 15. Energy loss 16. Die /jig/ tool/ fixture loss Following data required to be capture on our machine:
Job loaded on machine.
Estimated time for machining.
Actual time taken for machining.
Drawing or process clarification time.
Rework jobs loaded on machine.
Kaizen Levels:1. Restoration 2. Betterment 3. Revolution 4. Renovation
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LOSS DATA ANALYISIS
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ROLE OF OEE IN KK PILLAR The KK pillar also aims at improving the OEE (Overall Equipment Efficiency) of the machine. Operation (machine), transportation, investigation, delay can be improved by asking some questions. To know the OEE, one must understand the availability, capacity and quality. First of all we learn what operating time is, loading time and downtime. Operating time
=
total available time
Loading time
=
operating time – scheduled time
Downtime
=
tool change, breakdown time, set up time Availability (ROA)
Capacity (ROP)
=
=
loading time - downtime loading time
job prepared X RNT loading time - downtime
X
required manpower applied manpower
where RNT = Revised Normal Time
Quality (ROQ)
OEE =
=
job prepared - defective job total job prepared
ROA X ROP X ROQ X 100
Percentage of ROA, ROP and ROQ & OEE should be noted on graph paper everyday/ every shift of the last machine of the cell. If any of the factors reduces, OEE percentage will decrease too. So to get better OEE we must have better ROA, ROP and ROQ factors.
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KAIZEN „Kaizen‟isaJapanesewordinwhich„Kai‟meanschangeand„Zen‟meansgood;inallkaizen means change for good. This change needs efforts of workers, supervisors and managers. Sometimes individually sometimes in teamwork. Steps for kaizen: 1. Selection: for selection there are many techniques, one of them is 3M analysis. 3M means Muda (wastage), Muri (tension), Mura (defect). These factors are generally found in manpower, technology, technique, time, facility and inventory. 2. Priority: kaizen should be prioritized according to the highest yielding benefit. 3. Analysis of existing techniques: to find out difficulties in existing techniques we can take help of flow process chart, multiple activity charts, two handed chart and check sheets 4. Analysis: knowing the current working technique and analyzing the same. 5. Why why technique: by using this technique we can sort out problems in maintenance, quality and safety. 6. Brain storming: to find out some innovative ideas, brain storming by team members can be effective. 7. Cause and effect diagram: in this diagram, list of reasons from man power, machine, method and material are illustrated. It is also called a fish bone diagram. 8. Control chart / graphs: A graph drawn with limit lines is called control charts. 9. Process capability study: from this we can decide the capacity of the process for particular specifications. 71
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KK PILLAR ACTIVITY DONE ON SKODA MACHINE
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MACHINE SPECIFICATIONS:
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JOB ON THE SKODA MACHINE: VTR & ECRS ANALYSIS
Video Tape recording was done for full setting operation done on Skoda machine Video is being studied and 895 activities were identified. The activity times were studied in seconds Based on that focused kaizen list was made for the reducing the activity time. It was found that by doing VTR alone, the setting time reduced as the operator was more alert, cautious and time-oriented as he knew he was under video surveillance. The number of combined activities increased in the next video and so on.
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Points noted from the VTR analysis:
ECRS points deduced from VTR analysis:
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Activity: Checking with micrometer
Activity: Lifting the job
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Activity: Mounting the cutter in spindle
Activity: Checking with filler gauge
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CONCLUSION I would like to conclude my report with a note of gratitude and thanks to all of the people because of whom this was a success. About the things I learnt here, it was a very good experience. TPM is a very important and effective management technique to be implemented in almost any form of industry. Learning right from the basic foundation to building of the JH pillar of TPM has given me a very good experience in a core engineering field of precision systems manufacturing wherein the condition and performance of the machines matter the most for the ultimate goal of customer satisfaction- the customers being none other than BRAMHOS- the leading missile manufacturing industry for Indian Defense Forces, ENERCON INDIA, NPCIL and BARC. The reason I chose TOS VERTICAL MILLING machine for JH pillar was because it was an old machine and had a lot of scope to be worked on by JH pillar; and I chose SKODA machine for KK pillar because it was a critical machine for business development and there was a lot of scope for doing analysis on various aspects. I have personally learnt quite a lot about the maintenance of machines and its importance in the production industry, improving my analytical skills, motor skills and reasoning ability with a freedom of thought and expression.
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REFERENCES 1. http://connect.godrej.com/Ourphilosophy.html 2. http://connect.godrej.com/TND_contents/Gif/know_co.pdf 3. http://connect.godrej.com/OurBusiness.html 4. http://connect.godrej.com/Godrej_Archives.html 5. CII TPM Training Manual 6. Godrej PES TPM Handbook 7. Godrej LOCKS TPM Handbook 8. JIPM - TPM Club of India Manual 9. JIPM – TPM Club of India on JH pillar 10. JIPM – TPM Club of India on KK pillar
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