Q4_WCM_Newsletter_Ver_02

CRUSADE

MORA - WCM NEWS LETTER

Release on :. 21st January 2017 ll Published by :. WCM Steering Committee ll Frequency :. Quarterly

WAY TO ...

KPI VISION 5S VISUAL WORK PLACE

KAIZENMANAGEMENT COMMITMENT

1600 TON

WORK PLACE HANDBOOK
MAJOR KAIZEN MODEL AREA

LEAN PERFORMANCE CONTROL SYSTEM

FOCUSED IMPROVEMENT DEPOLYMENT 5 LEVELKPI
QUICK KAIZEN
STANDARDIZED WORK CLIT
STANDARD KAIZEN
3000TON COST

VALUE STREAM

C lass
W Morld ora
WCM YEAR BOOK 2016
ABRASIVES

40 46 CONTENT
OUT OF
Business Head Communication
Plant head Communication
1600T Model : Interview with model team member
3600T Model : Interview with model team member
Pre Bronze - Audit Update
People involvement
Road map till date with major events
Workplace Management
WCM Saving (R25)
Focused improvement
Pillar progress

Page: 2

Mr. V. R. Mahadevan
Message from Business Head

Dear Friends
The Journey to Pre Bronze at Mora has been excellent! The sheer pace of progress in 2016 was
really outstanding and commendable! From a WCM point of view, this year Mora has achieved
a significant transformation in terms of the operational parameters and visual look; the model
machines really stand out as World Class. This is also reflecting on the motivation &
involvement levels of the team; an excellent team work indeed!. The Mora team has worked
with a lot of energy & focus to make this happen. The timing could not have been better
considering the fact that we celebrate the 75th Anniversary of GNO! As they say, “Life begins
at 40”; in case of WCM journey it is literally so……we have laid a solid foundation for WCM @
Mora with a score of 40. Going forward, It is important to sustain and build upon this good
work, further improve people involvement, ensure that we have clear focus on our horizontal
expansion plans and make WCM a way of work life. I am confident that the Mora team can
make this happen. My best wishes!

Mr. Kamaljeet Singh
Message from Plant Head

Dear Friends
First and Foremost I congratulate and thank you all for a successful Pre – Bronze audit. The
Commitment of each and every team member in this WCM Journey so far has been of Highest
Order. Our models today stand out in terms of KPI & 5S, the former being Consistently at BBS
levels. Our score of 3 in two of the Three Priority pillars reflects on our level of Step
deployments on Pillars and Models machines. This all has been possible because of highly
engaged and involved teams across all levels.While we have improved on the Involvement
levels; still we have a long way to go. Our success in the next phase of expansion will depend
on how we significantly improve the People Involvement across all categories. In my view the
key drivers for this would be a highly focused steering committee driving:
· Yellow belts & white belts programs
· kaizens and suggestion programe
· Waves of MK & SK
· Wcm survey's and plans
I am sure with all these we would be developing many champions to accelerate our journey in
Expansion phase as we adopt more Models to create a “World class Plant” … … … … … … . . G o o d
Luck

Page: 3

1600Ton Model BBS Update

MODEL KPI UNIT TARGET YTD ACTUAL

LTA Nos 0 0
NLTA Nos 0 0
Red Risks Nos 0 5
Complaints Nos 5 5
Rejection % Wt% 3.2 2.3
No of Breakdowns Nos / month 2 0

MTBF Days 15 30
5S score % 80 65

“ One of the important improvement is the “ 1600 ton model machine team has been
EPM for TOD. It ensures us about the “
safety for TOD operation. Ejector guard a positive from the day we started our
and leveling issue, one of the source for “
safety and quality has been rectified. Use “ journey for the model area development
of Vacuum cleaner for CLIT has reduced
our cleaning time. the team has shown good involvement in
Mr. Jagdish. M. Phunde
AM activity, Suggestion, CLIT and 5s improvement
“ We see WCM Program as one of most
effective program which should be in the area. They have kept us on toes by being
implemented across the plant. Our
many of the concern on the machine more demanding and pushing to complete all the
have been rectified. Overall working
condition on the machine has planned activity on the machine. This has actually
improved considerably
Mr. Nazareth K. D’souza helped us to complete the tagging and detagging

“ Guarding system on the machine has activity on the machine. they have been positive
improved, especially on the turn table it
ensures safety for moving turntable. Loose toward all the changes in the process.
wiring on TOD and many more correction has
been done. Working on the machine has For better management the team is divided into
become safer as compared to previous
condition. I have never seen this machine in shifts and both the shift operators manage their
such wonderful condition from last 16 to 17
year since I am working on the machine day to day activity and participate in AM activity.
Mr. Rajesh S. Thakur
We thank all the operator for their moral support

and expect similar in the comming future to take

our area to new heights. Mr. Makrand Tadwalkar .

Manager Organic

“After we selected 1600Ton as model we started 1600 Ton - AM Team A
with basic 5S - Segregation of unwanted in and
around the machine. we have used machine 1600 Ton - AM Team B
board to track & highlight daily level
abnormality. Used CLIT as a tool to ensure Page: 4
overall machine 5S and Upkeep of the machine.
I see considerable improvement in the overall
lighting in and around the machine .

Mr. Sunil B. Parcha

Release on :. 21st January 2017

1600Ton Model BBS Update
3000Ton Model
MODEL KPI UNIT TARGET YTD ACTUAL

LTA Nos 0 0
NLTA Nos 0 0
Red Risks Nos 0 1
Complaints Nos 5 5
Rejection % Wt% 3.6 3.05
No of Breakdowns Nos / month 2 0

MTBF Days 15 30
5S score % 80 65

“Accident has been zero since many “ INTERVIEW WITH
months. Ease of handling the tooling has “ MODEL M\C OPERATOR
improved due to flooring correction.
Number of breakdown has come down & “ 3000T model machine team is a team
pressure related issue has been resolved. “ of very young and enthusiastic
There are series of many positive things workmen, always a step ahead of all
associated with this model, we feel other workmen I n terms of
proud to be model machine operator suggestion, kaizens, 5s on the model machine.
Mr. Rakesh S Joshi The team has shown very good involvement in
AM activity, tagging and de-tagging activity
“ Safety on the machine has improved, and in training there partners for active
guarding on the machine has improved. participation in model machine activities. The
Overall good 5S level has created positive attitude helped them to for skill
pleasing atmosphere of working on the improvement and made them more
machine. Many loss time related issue demanding in completing planned activities in
has been resolved. Model machine time. We thank the team for their support and
concept should be horizontally deployed looking forward for the same dedication and
all across the plant moral for future to accomplish the future
Mr. Kalpesh G Darne targets

“ After all the hard effort the machine is Mr. Sachin More
looking clean and organized. It is much Manager Vitrified Press
safer to operate the machine. This
machine look’s like a model and
atmosphere is pleasing to work .

Mr. Arun J Gouda

“ I am relatively new to the machine but
this machine is different and we feel
the difference when wecompared it to
the other machines in the plant

Mr. Karan Koli

Page: 5

Pre Bronze Audit Report

Score Table

Audit of 07-Dec-2016

MANAGEMENT S.No Criteria Score Implement Target
CRITERIA 2.8 3
1 Vision 2 2.6 3
Strength 2.8 3
SAFETY 2 Management Commitment 2 2.0 2
Involving different people in the management presentation . 2.0 2
Strength ensuring steering committee members also present Ø 3 Road Map 2 2.7 3
Clear structure of policy deployment Ø 2.0 2
Safety millionaire club member 3.4 Man hrs Ø SWOT analysis & action follow-up Ø 4 Organization 2 0.5 1
Safety path along way to the plant Ø Management Commitment Ø 3.0 3
5 Resources 2 2.1 2
Progress in segregating forklifts & pedestrian Ø Improved steering committee tools: roadmap, X matrix..Ø 3.0 3
Meeting places off the forklift path Ø Posted information on WCM and EHS Ø 6 Health & Safety 2 2.1 2
EHS wall and Dummy Ø Major KPIs achieve BBS on models Ø 2.1 2
7 Environment 2 1.0 1
5S in oil storage and in chemical storage Ø 2.2 2
Moving the Pillar room in a quiet area Ø 8 Industrial Risk Prevention 0 2.0 2
2.1 2
9 Reliability 3 2.0 2
2.7 3
10 Industrial Efficiency 2 3.0 3
44.7 46
11 Quality & Process Control 3

12 Customer Focus & Services 2

13 People Development 2

14 Innovation Development & Growth 1

15 Loss Identification 2

16 Focused Improvement 2

17 People Involvement 2

18 Workplace Management 2

19 Results 2

20 DOUBLE CRITERIA (QPC) 3

Total 40

Ø PPE rules not always clear / respected Ø Clarify why Reliability is a priority Pillar 2016 has been a year of audit’s
Ø PPE adherence: Some contract operators not Ø KPI tree & RACI matrix to cascade the we started with a standards audit
and ended with pre bronze audit.
wearing ear plugs, goggles in Model area 1600t, Vision to OPI level I has been most enthusiastic
walking on forklift path Ø Steering committee routines , agenda , minutes, journey till date. We learned and
Ø Seat belt condition in one Forklift grown in confidence everyday.
Ø Blue light too far in front of forklift board, shop floor routines… The entire team has been
Ø Crossing the real road Ø Structure the communication information & excellent “ we have discover one
Ø Window in oil and chemical / smoke detector for of our core strength the we are
easy detection in case of fire PCS : meetings, agenda, escalation rules… good in chasing targets”. we were
Ø Develop daily recognition very clear about the requirement
PILLARS Ø Low YB level of Bronze only gap was
CRITERIA Ø Some BBS not challenging knowledge how we should
achieve.
Strength FOUNDATIONS People all across the group and
CRITERIA especially in WCM circle have
Good large model areas both 1600 t and 3000T presses . help us by coaching. Our recent
: AM, 5S, EHS, checklists, many tags to restore conditions Ø Strength interaction with Mr. Pramod Vatsa
has helped us in leaps and
Good involvement of people in Models Ø Involvement of people at various level Ø bounds. the team learned a lot
Q&PC good focus in reduction of Material loss . 5S level in Model , Chemical storage & spare parts storage Ø form the visit.
The most awaited audit of last
& Customer claim Ø active tagging & high number of tags are eradicated Ø three year was scheduled on 5th
Engaged Pillar teams Ø Drive on 5S & 5S audit Ø of December- “The Pre-Bronze”.
Good example of QPC priority Pillar Ø The positive in the audit were
QPC and REL Pillars clear level 3 Ø Good level of AM, 5S in Models Ø # Quality team lived up to the
First book of visual standards Ø expectation by scoring 3.
Ø Do Loss Deployment instead of KPI deployment # Team Reliability was a surprise
Ø Set of KPIs - KPIs vs OPIs Standardization of Boards, tracking formats Ø package in this audit - which also
Ø Pillar skill matrix & FI team skill matrix update and differentiate Finance involvement in Loss identification Ø scored 3
Ø Difference of THI vs trigger for reaction # Workplace management acted
Ø Evidence of reaction to deviation Ø Kaizen type selection and use of rules as catalyst - by scoring the crucial
Ø Review prioritization matrix for horizontal expansion Ø Number of projects still low 1 extra point.
Ø Do learning & Re-application guidelines Ø Maintain rigor for AM in pilot for non-priority Pillar (tags)
Ø Plan horizontal expansion Ø 5S score calibration to do We should continue with the same
Ø Make residual risk more visible in Model areas Ø Standardized work momentum and complete the
Ø HS: input from all gap to standards, legal requirements, Ø Suggestions: all in May… active? gaps of Pre-Bronze Audit and
Ø People Survey questionnaire to enrich achieve the target of Bronze level
best practices, event analysis - Revisit the Non-Routine Ø Plan AM deployment consistent with horizontal expansion by Q1 2017
jobs risk assessment Ø Continue to simplify sustaining conditions with visual mgt
Mr. Madhav Inamdar
Manager Finishing & WCM

Page: 6

Release on :. 21st January 2017

People Involvement

It was a great year from the point of view on people involvement. It would have never been possible
with out the support of people and team in their respective area working toward a common objective of
WCM Bronze. It stated from the last audit and the team has gone through a herculean effort to achieve the
set target for the pre bronze audit. People involvement is however measured based on four matrix

•Pillar Management •Sustainment Involvement Pillar Management FI Projects Sustainment Basic Tools usage
•FI Projects •Basic Tools usage Involvement Score Involvement Score Involvement Score Involvement Score

Bronze Target 0% 15% 30% 15%

Actual 11.1% 13.8% 27.9% 24.4%

Silver Target 2% 20% 50% 40%

Pillar management stand for the number of people involved in the pillar related activity out of the total
number of people in the plant

FI project Involvement - is calculate based on the nos of people understand & use the Standard Kaizen,
Major Kaizen tools for problem solving

Basic Tools Usage - is a index to measure how many number of people use Suggestion, Quick kaizen,
OPL for problem solving - this actually requires the operator to get involved to improve the score.

Sustainment Involvement - is a measure how many number of people / operator are involved to maintain

the PCS or use any checklist (audits),

to maintain the results achieved

on the model or pilot area. 41

Pillar

Management

Involvement

Score 369 27.9% of Total
involvement
11.1% of Total
involvement Sustainment

Involvement

Score

90 People 103
369 Involvement
369
Matrix

Basic Tools usage FI Projects
Involvement 51 Involvement
Score
Score
24.4% of Total
involvement 13.8% of Total
involvement

369

Page: 7

Road Map till date First WCM Audit
with major events
The first WCM audit was held
on 23rd feb 2015. Auditors were
Mr. Audy Duncan & Mr. Sharathchandra Dongre
It was not just an audit but also a coaching
session to align many of our WCM Practices.
We scored 23 in the first audit.

2015

Steering Committee

Steering Committee was setup in September.
A group of 9 people with senior managers and
Pillar leaders were selected to become core members.

Pillar Launch

Pillar implementation training was done by
Sharathchandra Dongre on 14th Aug. Three major
pillar, step zero was completed (H&S,QPC,REL)other
two were initiated. Project selection & execution
was started.

First Coaching

First coaching session was held on 2nd June
with our Industrial Director “Mr. Ken Laliberte”.
It helped us to understand concept such as Deployment,
Single Agenda linkage, Step Zero, Pillar Launch

5S Drive Start-Up (March)
Formally re-launch of 5S in the plant by Mega 5S event &
5S block’s setup. Other event were initiated to get the

people involvement such as the “War on Waste”

2014

2013

Page: 8 WCM Journey Start DWM Meeting Start

It started with a WCM Conference on A WCM War Room was setup initially

22nd feb as 10x i.e. 10 times faster to have common meeting point for

improvement potential projects were pillar activity & Daily Work Management

initiated during the events meeting.

Release on :. 21st January 2017

Pillar Implementation Program

This Program was held in the month of Oct.
Model area selection and pillar step
implementation was explained in depth.
Mr. Patrick Mondi gave the training, it was
a two day training were BU Head, Plant Head
and the pillar leaders participated

2016

WCM Newsletter Coaching By
Effso
first WCM Newsletter was released
“CRUSADE” in March Mr. Rajinder Singh
on 10th nov Mr. Singh
People Survey was here for two days
This session was very
first WCM people survey was done important to give us
in Feb all the confidence
that we all required
2nd WCM Audit for the audit. This
was held on 12th Mar’ 16. session was vital and
Mr. Patrik Mondi and was very sussessfull
Mr. Sharathchandra Dongre from eveyones
feedback
audited us.We scored 32 in the audit. that we
got.
Coaching By Pramod Vatsa
2017
on 17th Oct 2016. Mr. Pramod Vatsa India
delegation head WCM was in mora Coming Soon..
for a complete day to Audit & coach
for the Pre- Bronze Audit. BRONZE
AWARD
Pre-Bronze
Audit

was held on 5th Dec 2016. Mr. Bernard Poullain,
Mr. Nachiappan L & Mr. Rajinder Singh, were the
lead Auditor’s for the Pre- Bronze Audit.
it was a two day audit and full of excitement and
learning for the team many new lesson were
learned. the understanding and clarity that the
Audit gave was exceptional.
we Score 40 in the audit and
qualified for the Bronze audit.
Our self assessment
score for the audit was 44

Workplace Management

In the last audit we could cross level. we had to introspect on want we need to do right to move to the
level two for the bronze requirement . One most important input that we received is from the visit I had
to Sekurit Chennai during by CFS review on Workplace Management. This became a new starting point,
some input from Sekurit and some of our Mora way we fussed to device our own way to manage our
workplace targets. We could score and reach the most difficult target of WCM Audit i.e. level “2” in the
the Pre-Bronze Audit.

Pilot Area

Pilot area was the first focus area where we completed our major Kaizen. It was a area of concern
from our last Audit comment. we Improved on actualizing the operator involvement by training on
the machine board. We redid all the minor basic condition restoration project to ensure the pilot
area gain the look and feel of pilot. Complying to all the Audit requirement in our daily routine on
the pilot area. A total of 8 out of 10 area could qualify to workplace targets.

Model Area

The second largest area of work was our model area, a series of basic condition restoration has to
face lift the entire model area. Development of new standard and complying to those on everyday
basis has helped model area to reach the current level. A very high level of operator engagement
& management commitment has helped us reach the model area target’s for 5S on both models.

02 03 04

Model Area 5S Model Standardization

1600T and 3000T Chemical Storage Book of standards for
Model at 80% of 5S Maintenance Workshop
Maintenance Stores all the standards
01Pilot Area IT Room at 80%
of 5S
8 out of 10 Pilot at
80% of 5S 05

Plant 5S

50% of plant
of 50% of 5S

Page: 10

Release on :. 21st January 2017

5S Model’s

We have four major area of focus from pre bronze

point of view. Oil and Chemical storage (Top right) was

developed in last audit and rest followed.

The highlight was Maintenance stores because

of it challenges

“We developed Maint-Store in the last audit
but due to structural instability we had to shift
to nearby location near maintenance workshop.

It was a great challenge on relocating the “

Mr. Surajit Ray maintenance store and to reach standard at 80% level with in this short time. Maintenance team took up

Sr Manager Maintenance the challenge and built the new store. I appreciated effort & the process followed to maintain the level

Stadardization

As a part of standardization we have developed a standards book
which is used as reference guide for standardizing all the working
standards in mora.
5S:. We have defined standards for 5S in office and operation area
Floor Marking guide:. Painting & marking standards, complying to
international and national standard for marking in the plant.
EHS Visual Standards:. Display and signage standard’s
as per OSHA guideline
WCM Standards:. All the format content and matter
used in plant for WCM activity has been standardized
under wcm Standards.

Plant 5S SCORING LEGEND

Visual 5S score board: It was difficult to 5S SCORE LESS THAN 45
understand which area is doing well & Which
has not improved, we developed a concept of 5S SCORE BETWEEN 46 AND 60
visual 5S score board. This board is located
near WCM War room & a visual trend of area 5S SCORE BETWEEN 61 AND 95

5S SCORE BETWEEN ABOVE 95
ELITE CLUB MEMBER - 5S SCORE
HIGHER THAN 95 IN 3 MONTHS

performance for last three month can be check in one go. We have used the “likes” symbol to
symbolize an area performance. colour coded for better understanding and visualization

4th S- Standardize

the most difficult but important standard that ensure
sustenance of all the improvement was developed this

it is a performance control VISUAL LAYOUT : LARGE WHEEL AREA
system in 5S. Maintenance
Workshop has implemented. DB 600 BLANCHARD 39 BANDO V42
VS1
DB 450
YOU ARE HERE
VS2 VS3 VS4

In 2016 we have developed VS8 VS7 VS6 VS5 Visual Standard

many such example which is NEW TOKIMOTO Reference standard available
DB1200 near the point to be check and
BORE CEMENTING evaluated for compliance
now a reference and
NEW BORE
CEMENTING

learning for others. Visual Layout Visual Checklist

Sequence of visual standards in your Checklist with detail of
area with refrence to 5S board what is to be checked

Page: 11

WCM Saving

25 2015
WCM Saving 2.69%
R25 (Expense)

2014 2016
WCM Saving 2.68% WCM Saving 2.96%
R25 (Expense) R25 (Expense)

Plants achieving Total Hard Savings of > 3% of R25

Plant Hard Savings %age of R25

MINR

Gyproc WADA 64 6.4% Mr. Pradeep Gurav
Glass Bhiwadi 208 4.7%
HPR Bangalore 14.6 4.6% Finance Controller
SEPR Bonded Palakkad 8.9 4.4%
Crystals Bangalore 14.8 3.4% One of the index to measure
WCM progress is the WCM
Plants achieving Total Hard Savings between 2% to 3% of R25: Saving & this year has been
good from the point of view
Plant Hard Savings %age of R25 saving. In the year 2016 we
achieved 2.96% of R25 as
MINR WCM savings in line with Plant
Budget. Under IE Pillar
Abrasives Mumbai 22.4 2.9% projects such as product
conversion from Bikley to PTK
HPR Gujarat 15.4 2.8% cycles & shifting from Furnace
Oven to Electrical Ovens
Abrasives Bangalore 48 2.5% made major contributor to
savings. Under QPC Pillar
Sekurit Chakan 26.3 2.3% quality credit notes have
reduced during the year, but
Abrasives Nagpur 23.7 2.3% we need to work a lot on Raw
Material waste reduction
Glass Chennai 251 2.3% projects.

SEPR Palakkad 39.2 2.3%

Glass Jhagadia 80 2.2%

Under Reliability we need to calculate how reliability KPI make impact on Plant R25 cost. In 2016
year we have started using the Factory Model & in current year we will use this tool more
extensively. identify losses. A target of 3% WCM saving in 2017 is challenging but I am confident
that our Team will surpass this target.

Page: 12

Release on :. 21st January 2017

Focussed Improvement

Green Belt Yellow Belt

The number of GB in the We have only one certified
year 2016 has increased yellow belt in the plant.
from 5 to 12 Seven more are pending to
get approved
Quick Kaizen Plant
White Belt
The total number of quick
kaizen completed in the year We have 40 member who are
2016 to around 230 trained white belt in the plant
for major kaizen activity
Major Kaizen Project Standard Kaizen
Suggestion
A total of 10 Major Kaizen was We completed 11 STD
completed in the year 2016. With Kaizen in the year 2016 as The number of suggestion
five number of Major kaizen in compared to 3 in the year received in the year 2016 were
progress 2015 346 ( operator involvement
need improved )

Audit Update

We score 2 out of 2 in the
last wcm Pre- Bronze
Audit

Focused Improvement
Activity 2016

Focused improvement activity is mainly gauged by the use of Quick Kaizen, Standard Kaizen, Major kaizen
tool in problem solving. The over all progress in the use of these tools has considerably very good . After the
last training session we had for the Standard Kaizen tool, there has been a considerable increase in the
number of standard kaizen. The overall involvement in the FI activity has increased. Operator involvement in
use of Suggestion and Quick kaizen tool need to further improve . However the need to improve become more
mandatory to sustain all such improvement. All the Green Belt, Yellow belt and white belt certified member
need to push the focused improvement drive in the plant.
We succeeded to score the bronze requirement by scoring level 2 in the recent audit’s, it only possible due to
the involvement of all the people across the plant in the tools usage.

Page: 13

Pillar Progress

Health & Safety

“Health and safety pillar team has been under quite a
pressure from the time we selected model’s. The major
priority for the pillar was red risk elimination on the models.
The entire team has taken the initiative to eliminate or
reduce the exposure level of risk by many activity and
Kaizen’s on the machine. Operators on model have played
major role in identifying the risk and participating in all the
major improvement activity

Mr. Vasant Muttepawar
“
Reliability “
“ Reliability being a priority pillar, a bit challenging for team to score 3
in pre bronze audit. It was all the hard effort and planning that gone to“
achieve the set target. Both model’s were very much different, one
relatively new (3000T press) and the other oldest in the group (1600T

press). The biggest and the most difficult hurdle to cross was the

3000T because of it repetitive and abnormal nature of breakdowns.

However the team did well to achieve the BBS on both the model. We

completed two Major Kaizen & 4 STD Kaizen to reach the mark of BBS.

The CLIT and AM activity was very well supported by both the model

area operator to sustain the improvements Mr. Shivendra Singh

Quality and Process Control

“The QPC pillar has had substantial developments in the last couple of
months. We had many brainstorming sessions which helped us align
WCM to day-to-day operations in the plant.
Major breakthroughs were in the area of deployment of KPIs and in
execution of projects. For improving our KPIs, we used “big data” style
analysis to evaluate which projects would be attackable and relevant.
All projects (SKs and MKs) were executed in great spirit by the project
teams. All the Operators along with supervisor were instrumental in
bringing an end to rejections due to cracks (at face) in NIW wheels

Mr. Nilesh Gham

PRIORITY PILLAR’S Page: 14

Release on :. 21st January 2017 “
“
Customer Focus and Service
“
“CFS pillar saw the momentum picking up in 2016. We now have 3 green belts for CFS at mora. “
The Green belt project of Business process lead time reduction in Match set wheels was judged “
as the best project amongst the Green belt CFS projects in SG India. One of our KPI's – MTO
OTIF, went downhill, albeit on account of a sudden surge in order inflow & we redeployed our
losses to come back to the levels which we were at the start of year, but still way to go to reach
our targets of 90%+. VSM tool was used to map a few key lines which contributes to more than
25% of our output. Currently two project are on going using Inventroy Reduction Route
Mr. Lakshminarayanan, E N

Industrial Efficiency

“Major accomplishment in IE pillar in 2016 - System development in IIS for OEE calculation for
critical machines. We completed 5-Level KPI deployment for OEE, Power & Fuel.
Some of the key projects completed in 2016 were on CNC VTL & 3000T press. It was very
well supported by PCS implementation to sustain the results . Some of our fuel consumption
reduction projects in PTK / BK was very well appreciated by auditors. We achieved a score of
2 in the pre bronze audit. In last quarter we completed Green Belt training for 2 members.

Mr. Madav Inamdar

People Development

“It was a great learning from our last audit we could only 1. To score 2 in the pre bronze audit
we planned accordingly. We completed two major kaizen for the year 2016. One of them was a
yellow belt project done on CNC VTL. One of the major gap of 5 Level deployment for our key
KPI i.e. skill level on our models was done. We will be completing our prioritization matrix to
select model area for PD. Some of our key activity was the development of training model for
various activity releated to WCM and training effectively
Mr. Karan Jakhar

Industrial Risk Prevention

“ We are relalively young as a pillar as it was started recently. Majority of our time has gone in
the step zero completion for the pillar. However we have completed 5 Level KPI deployment
“for major KPI this year. Input to this pillar is from XL Gap audit and the HIRA which gives us
our major gap. The XL Gap Audit Score for 2016 was 58.2 we target a score of 72 in our next
audit in 2017. One of the major project of risk reduction is in the Sulphur plant in small wheel
area which is planned in the next quarter
Mr. Pradeep Gurav

Envioronment

“This pillar is major responsible for preventing and eliminating the cause of environmental
incident. The major focus in 2016 was to promote awareness amongst all about the EVE3 i.e.
reporting of minor environmental incident. For prevention and protection of natural resources
many such project were initiated under Environment pillar. Some of the major project initiated
in the year were “Reduction in Canteen water consumption reduction” , “Up gradation of ETP
plant” , “Improve oil storage practices in Oil storage godown”.
Mr. Sandeep Rane

Innovation Development & Growth

“ 2016 was a good year in term of WCM methodology usage in IDG pillar. As we had planned
at the start of year we have completed 2 project using Early Equipment Management route.
Autoclave:- We aim to reduce the curing time, improve Quality consistency by the use of this
steam based curing technology in rubber and roll grinding wheel.
Double Bowl mixture:. Capacity enhancement & Quality consistency improvement in organic.
We will start with projects using Early product management as per the audit suggestion
Mr. VinayaK Dervankar

Page: 15

2016 A YEAR OF CELEBRATION

A year full of celebration and events, one of the most awaited moment

of celebration was when we qualified for the bronze.