1. Understanding quality requirements and communicating it to all concerned personnel.

Define product wise:

a. Functional
b. Downstream process requirements
Study WO, Assembly drawing, and Technical file to understand product and customer requirements.

1. Identify new or repeated features.

2. Discuss new and matters need clarification.
3. Highlight Quality critical functions, components and specifications.
4. Chart down customer specific requirements, standards and legal requirements and changes needed.
5. Explain hurdles and issues envisaged while manufacturing.
6. Plan for Data and resources required.
7. Determine validation stages and methods against previous experience and customer requirement.

Individual department head should summarize the above points in his/her point of view and document in a prescribed
form.
The contents of the form shall be discussed in CFT and communicated to all for necessary action.

Pre study completed by getting clarifications and summarize their findings in the common form by 1. Assembly and service
team, 2. Machine shop, 3. Electrical, 4. Sheet metal and 5. Fabrication divisions on time.
CFT meeting found to be useful by conducting Design validation effectively. Design to consolidate the outcome.
Manufacturing feasibility ensured and date of delivery re- affirmed. Marketing to revise manufacturing plan.

KPI 1. Days lapsed from Order acceptance to CFT review of pre study reports for every project and spare. - Strike rate?
KPI 2. Changes or clarifications sought after start of production of a project by division heads.- Design records entry?

2. Plan necessary processes.

a. process
b. Resources – machine, man, method, tools

All division heads to prepare BOM and do process plan for each and every module and child part.
Prepare process plan for individual components where in sequence of operations, machining centers, Tools-Jig and fixtures
and time required to complete every single operation are determined.
Review procedure, control plan or prepare new control plan.
Revise control plan if necessary for the input from CFT discussions on quality, standard and customer requirements.

Process plan (process, sequence, process center, tools etc.) and

Control plan (revised for Design changes and Customer requirements viz critical quality and output product specifications)
should be available for all planned product-components and child parts machining and assembly.
Review capacity and capability of your department against planned/targeted output. Find out spare capacity or engage hired
resource.
And map currently available machines for production (hours) and employable skills (man) in the month shift check sheet giving
room to PM, deputation and leave etc..
Every division have to prepare executable production plan for individual projects only with estimated processing time duration
and without dates.

KPI 1. Availability of Process cards, Control plans and production plans specific to products/projects planned prior to start of
production for floor level adaption and execution. (Prepared for every product/project)

KPI 2. Current mapping of spare production hours available with all work centers - estimated Load and completion time of
workmen and work center. (Updated every shift)

KPI 3. Preparation of Production schedule of individual project/product at all departments. (Graphical presentation of work
progress- to match production plan made)
 3. Implement control to ensure quality output.
a. Process parameters
b. monitoring plan - setup approval, periodic observation, audit, product inspection

Division heads prepare production plan that is process time line, for projects on first come first basis. Ensure the completion
date matches Product assembly and delivery date.
Estimate production capacity and process capability to decide on process outsourcing.
Do daily loading plan to engage all machines and manpower for shift hours. Change, if needed, to accommodate priority
changes.
Monitor and trouble shoot all jobs to ensure process output quality and rate of production.
Control material and man movement and plan changeovers.
Report plan Vs actual of production outcome for every shift. High light cover plan for short comes.

Division heads have production sequence of parts and products of various projects based on the priority arose balancing
downstream processing time, material availability and procurement date and production hurdles encountered.
Ensure Standard operating procedures and Work instructions (IMS) are available with process owners.

KPI 1. Daily loading plan shift wise is prepared and executed with follow up reports. 100% utilization ensured?

KPI 2. Shift wise OEE data captured and recorded. OEE?

KPI 3. Production plan (project/product) logged and Plan Vs actual reported. Short falls covered?

4. Study consumption, waste and timely delivery to find out deviations.

a. consumption of resources, production rate, waste (rework, rejection, OEE etc.)
Record consumption data then and there at all work centers, to the maximum extent possible, with respect to projects
under process.
Down time of machinery and equipment shall be recorded in machine log sheet.
Comparative study of production rate and other consumptions shall be made available with respect to every work center
for analysis by HODs.

Consumable stock and consumption report of the day available. Intent raised for required items (Materials, tools and
consumables)
Routine maintenance carried out and recorded.
Rework, rejection and complaints analyzed and documented.
First off and last off inspection reports reviewed for equipment, tools health and fitness.

KPI 1. Shift wise

Rework %?
Rejection %?
Waste generated? (Returns, Cut bits, scrap, borings and other wastes listed) limit?

KPI 2. Equipment down time? In hours B/D, Idling, changeovers? Planned and limit?

5. Postulate improvement plans

a. improvements in quality, productivity, safety, environment, reduction of cost.

Discuss analysis results with department personnel to get suggestions and ideas on NCR, CAPA, OEE, OTD,
Rework/Rejection, Quality cost, Product cost, safety, Pollution, Resources, CSR etc.
Plan training for developments.
Promote development activities.

KPI 1. CAPA (against NCR, Complaints- 100%), under progress and completed.

KPI 2. Training plan, execution and effectiveness reports. (Training imparted to workmen, new recruits, specific training, cross
skill) target?
 6. Implement changes.
a. Targets (KPIs)
b. responsibility allocation

Plan changes in methods and equipment.

Program EMP, SMP and implement.
Give assignments with targets to employees.
Review and take course correction.

Plan changes towards correction and improvements in OEE, OTD, Quality, Efficiency, Cost control etc.
Conduct programs on environment protection and employee safety by forming employee groups,
Plan and deploy selected individuals in specific assignments (audits, surveys, trouble shooting, analysis, service, customer
interaction) towards their career growth.

KPI 1. Changes carried out and effectiveness reports. (Organization, resources, methods, systems)

KPI 2. Current EMP, SMP reports

KPI 3. Assignments given to individuals and their report.

KPI 4. Accidents Incidents records and corrective actions

7. Measure benefits.
a. Reports on progress and gains.

Document all changes, CAPAs initiated and measure the effectiveness and results.

Maintain internal documents on activities as per system requirements.

KPI 1. Productivity improvement?

KPI 2. Cost reduction?
KPI 3. Number of accidents and incidents? Hours lost?
KPI 4. Timely revival of targets?
KPI 5. External audit NCRs and Closure?