PRODUCTION MANAGEMENT SYSTEM

Production Management System (PMS) is the next step towards moving ahead to sustain the
momentum. It is a strategy to achieve Manufacturing Excellence evolved through
participative approach. The system is people driven and ensures involvement of all levels
(Managers, Executives, and Supervisors).

The concept ensures participation and error free communication. The result is clarity of
content, better understanding and openness towards feedback. These values make PMS a
sustainable system. Having achieved the target of selling a million cars in the financial year
2009 - 2010, PMS has lead the production team towards greater enhanced productivity with
perfection.

PMS is derived from the basic Japanese principles of 5S, 3G and 3K

In order to bring an improvement in overall processes and systems in Production Division

through involvement of all levels, PMS was launched in Maruti Suzuki. Through various
phases of PMS the company embarked on its journey of bring in a) Clarity of Role, Non-
duplication of work, Ownership, Commitment and Standardization in all our process and
systems across the production division Challenge 50 helped us improve our plant productivity
by 46 per cent in three years and cost & quality improved by 30 per cent

Moving ahead, the next target was to sustain this momentum. Production Management
System (PMS) was the next bold step in this direction. Production Management System
(PMS) was the next bold step in this direction. PMS is a strategy to achieve Manufacturing
Excellence evolved through participative approach.
PMS is

 A system which is people driven and ensures involvement of all levels ( Managers,
Executives, Supervisors )

 A system which ensures ownership

 A system which brings in standardization of systems & processes

 A system which ensures Sustainability

PMS has entered the fourth phase of implementation and the results have been
overwhelming.

Excellence through participative approach

PMS is a bottoms-up approach where people of the work area are encouraged to give
solutions to the problems at their end. It is implemented across levels. This motivates the
operator and ensures his “ownership” all through the solution finding process.

The concept ensures participation and error free communication. The result is clarity of
content, better understanding and openness towards feedback. These values make PMS a
sustainable system.

Clarity of the Role

One of the aspect that have bothered hierarchical structures is the clarity of the roles and
responsibility across strata. Clarity on what is expected out of a supervisor, a manager or a
technician at the shop floor has brought in structure and standardization to production
management at Maruti. The result is that job duplication is eliminated and no man-hours are
lost in understanding what each person is expected to do.

The outcome of such clearly defined roles is increased efficiency of operations.

Bringing in Standardization

Through such people participation, PMS has brought in standardization that eliminates any
scope of confusion at shop floor. A visual consistency across the manufacturing facilities is
notable. Bins and trolleys are earmarked for tools and components. Pictorial charts explaining
processes and procedures are pasted at convenient and strategic points helping shop floor
employees understand various mechanisms with ease.

Wherever possible a colour coding control or visual control is followed to eliminate operator
errors arising out of language constraints. This helps in clear distinction of different model
and its components.
All around Gains

These processes have led to many operational improvements that have saved cost and time.
At the same time these have brought in operational ease and a defined activity flow and
sequence.

Marching ahead towards the goal of selling a million vehicles by 2010, PMS will lead the
production team towards greater enhanced productivity with perfection.
LEAN MANUFACTURING :

Maruti Production System or MPS draws learning's from its parent company Suzuki Motor
Corporation's concepts on `lean manufacturing' under Suzuki Production System i.e. SPS.

Setting trends in new products and achieving customer delight starts with Manufacturing Excellence and
Maruti's manufacturing excellence hinges around four important pillars-Cost, Quality, Safety and
Productivity.

Cost

Every employee working on the line is 'cost sensitive' and functions in capacity of a Cost Manager. He
is a key contributor in suggesting how to keep costs of production under control.

Quality

A product of poor quality requires repeated inspections, entails wastage in terms of repairs and
replacements. "Do it right first time", is the principle followed to avoid wastage.

To ensure quality, robots were devices and deployed especially where they reduced worker fatigue and
were critical in delivering consistent quality. With consistent improvements in the plant the company
was able to manufacture over 600,000 vehicles in 2006-07 with an installed capacity of just 350,000
vehicles per year.
 
Safety

"Home or work place; Safety takes First Place". This has been the motto of the company where safety is
concerned. Maruti attaches great significance to safety of its people and strongly advocates that safety at
work place adds to quality of the products and improves productivity of the plant significantly.

In the Japanese manufacturing system, the central role is accorded, not so much to Quality, Productivity
or Cost, but to Safety. When process flow, lay-out and systems are designed for maximum safety, they
automatically contribute to better quality and productivity.

FACILITIES
Maruti Suzuki has two car facilities in India, one at Gurgaon and the other
at Manesar. The Gurgaon facility has three fully integrated plants, spread
over an area of 300 acres. It is the second largest plant for Suzuki Motor
Corporation, next to the Kosai plant in Japan.

The facility at Manesar in Haryana is spread over 600 acres. The plant is
equipped with state of art manufacturing facilities which include a high
degree of automation and robotic control in the press shop, weld shop and
paint shop to carry on manufacturing work with acute precision and high
quality.
 
K-series

Spread over an area of 20,300 m2, the 'K' family engine facility is housed
in the Gurgaon plant. K- Series engine plant employs global manufacturing
practices to ensure high standards in quality. The technology involved in
the K-series engine is environment friendly as it reduces fuel consumption
and offers optimum engine performance.
 
Robotisation

The entire facility is equipped with more than 150 robots, out of which 71
have been developed inhouse. More than 50% of the employees on the
shop floor have been trained in Japan.

 
Diesel Engine Plant- Suzuki Powertrain India
Limited

Suzuki Powertrain India Limited the diesel engine

plant at Manesar is SMC's & Maruti's first and perhaps
the only plant designed to produce world class diesel
engine and transmissions for cars.

The plant is under a joint venture company, called

Suzuki Powertrain India Limited (SPIL) in which
SMC holds 70 per cent equity the rest is held by
MSIL.