HIGH LEVEL KAIZEN – STEEL RING

PLANT
VALUE STREAM MAPPING
(V-MAP)

PILLAR LEADER : MR. SAURABH GARG

PRESENTER : MR. GURPREET SINGH
BHATIA

DATE : 30th MARCH 2021

SHRIRAM PISTONS & RINGS

LTD.GHAZIABAD 1
 INTRODUCTION
Total Number Work 03 Shift – 24 hrs.
of 1223
Equipment's System Working

Products Pistons Piston Ring working Principle

Rings
Manufacture
Engine Valves
d Pins

Pistons- 1.5 Million

Nos/Month
Rings- 7.0 Million
Nos/Month
Sales Volume
Engine Valves-3.4
Million Nos/Month Top Ring
Pins-1.1 Million 2nd Ring
Nos/Month Oil Ring

Piston Ring
Top Ring Function : Transfer High heat to
Cylinder
2nd Ring Function : Seal Combustion
Gas
Oil Ring Function : Control
Lubrication Oil

Pin Engine Valve 2

 Steel Ring- Plant Layout & Process Sequence

ENGINE VALVE ALUMINIUM

Capacity – 30 L/N/M
S.C. EV FS-2
L-9/10 FOUNDARY
EXPANSION SITE
9. Inspection
1. Cam
PISTON PLANT-III RING C2D1 Coiling
8. BFSL
STEEL
WIRE
EV
ENGINE VALVE Line
PISTON PLANT-II
MACHIE SHOP 11/ ALUMINIUM
12 FOUNDARY

2. Heat
Treatment 7. Side Face
P.R.
Grinding
W.E..EV CMC
PISTON PLANT-I
ENGINE
R/D PAW VALVE
F/S-1

CAN. 3. Gap 6. Gap Grinding

PIN PLANT G.ROOM
S.C. T.R. Grinding
SEC.

P C.I.RING RING
STEEL PLANT RING FOUNDARY
ADMIN. RING FDY.
PLANT
4. Ion 5. Honing
STORE
We CPPR
Plating
are
Here

3
 THEME

Productivity Improvement by 15%

thru Implementation of
Value Stream Map.

4
REASON FOR SELECTION OF THEME

• Overall demand of Steel Rings is increasing

• Compliance of transition from Euro 4 to Euro 6
• Cast Iron compression Ring is getting replaced with Steel Ring
• Gas Nitride Top Ring is getting replaced with IP Coated Ring
• Global cost competiveness
 REASON FOR SELECTION OF THEME
RODUCTIVITY TREE - TILL SUB-SECTION LEVEL
Steel Ring Plant Productivity / Man / Day
B.M TARGET (20~21)
19~20 H1 H2
STEEL RING
394 425 453

TOP RING OIL RING

B.M TARGET (20~21) B.M TARGET (20~21)
19~20 H1 H2 19~20 H1 H2
367 385 404 411 431 453

IP TOP RING GN TOP RING CHROME TOP RING

B.M TARGET B.M TARGET B.M TARGET
(20~21) (20~21) (20~21)
19~20 H1 H2 19~20 H1 H2 19~20 H1 H2
296 320 341 416 442 474 390 425 461

 IP Top Ring selected for productivity Improvement thru VSM

6
STEP-1: UNDERSTANDING OF CURRENT CONDITION
Business Scenario Supplie
r
- Steel Ring Plant Capacity is 61 Lacs / - Raw Material is steel wire coil & it is
Month (Ghaziabad + Pathredi). imported from Japan based on 3
- Marketing demand is 72 Lacs/ Month months advance information.
- Avg weight / steel wire coil – 60
Product Information kgs
TOP RING OIL RING
A. DIESEL Utilization time
A. GASOLINE (DVM – DIESEL VENT M
1. CHROME PLATED SHAPE) - 25 days operation / month.
2. GAS NITRIDED 1. CHROME PLATED - 3 shifts excluding CRI operations
3. ION PLATED (PVD) 2. GAS NITRIDED - 8 hrs operation / shift (A&B)
B. DIESEL - 6.5 hrs operation in night shift
4. CHROME PLATED
- 15 min tea break & 2 times break /
5. GAS NITRIDING
6. MOLY COATED Shift.
7. ION PLATED (PVD) - Lunch time is 30 min.
DVM RING
Production Control
2nd RING B. GASOLINE
1. CHROME PLATED (3 PIECE RIKVENT RING) - PPC dept inform monthly plan
2. PLAIN 1. CHROME PLATED
2. GAS NITRIDED according to data from
3. ION PLATED (PVD) Customer.

RAIL - According to fixed order,

SPACER
warehouse dispatch products a day
RAIL
before actual shipment
TOP/2ND RING
RIKVENT RING 7
STEP-1: UNDERSTANDING OF CURRENT CONDITION
POS- IP Ring POS- Chrome Ring POS- GN Ring
Cam Coiling Cam Coiling
Cam Coiling
Heat Treatment Heat Treatment
Heat Treatment
Gap Grinding (Rough) Side Face Grinding (Rough)

Gap Grinding OD & ID Gap Edge Chamfer Ultrasonic Cleaning

ID Gap Edge Chmfer Side Face LEAD

Grinding (Rough)
TIME Gas Nitriding
CRI Put-up &
Inspection
20
Side Face grinding 18 Ultrasonic Cleaning Side Face grinding (Finish)
I.D Brushing 16 Straight Lapping

Lead Time
Straight lapping 14 B.F. Lapping
GAP-8 Days- 44 %

(Days)
B- filling 12 Ultrasonic Cleaning
Ultrasonic Cleaning 10 Ultrasonic Cleaning
18 OD Chrome Plating
KS Grinding 8
PGV Gap Grinding (Finish)
6 Gap Grinding
10(Finish)
Ultrasonic Cleaning 4 7 BFSL
Ultrasonic Cleaning 2 OD & ID Gap Edge Chamfer
Straight Lapping 0 Ultrasonic Cleaning
Ion Plating IP Ultrasonic
ChromeCleaning GN
Side Face grinding Side Face Grinding (Finish)
Side Face grinding OD Blasting
OD & ID Gap Edge Side Face Grinding (Finish) Ultrasonic Cleaning
BFSL Chamfer
Straight Lapping CRI Put-up & Inspection
Ultrasonic Cleaning Gap Grinding
Ultrasonic Cleaning
L. T-18
R Buffing R Buffing
L. T- L. T- 7
Days CRI Put-up & Inspection 8
Mechanism for Productivity Improvement

Reduction in no. of workers

(Labour Productivity Up)

Levelling of production

Production lead time reduction

Reduction in process time of Reduction in operation time Reduction of waiting time loss
each process between the process between the process

Scope of Productivity
Improvement thru V- Map

9
STEP-1: UNDERSTANDING OF CURRENT CONDITION

Production Process

Heat
Cam Side Face Honing Profile Pre IP
Treatmen Beldering Ion Plating
Coiling (Rough) (BF-2) Grinding Wash
t
Operator Operator Operator Operator Operator Operator Operator 1 Operator
1 1 1 1 1 1 1
C/T = 35
C/T = 1.5 C/T = C/T = 0.48 C/T = 120 C/T = 100 C/T = 4 min C/T =
Sec 8100 Sec Sec Sec Sec Sec C/O = NIL 50400 Sec
C/O = C/O = Nil C/O = 15 C/O = 20 C/O = 2 C/O = 10 C/O =70
1.93 hrs min min hrs min min.
Congestio Congestio Congestio Congestio Congestion
n Process n Process n Process n process Congestio Congestio Process Congestio
n Process n Process n Process

Honing Gap Ultrasonic Side Face Gap

CRI Beldering MX Bufing
(BFSL) Grinding Cleaning (F) Grinding
Operator Operator Operator Operator Operator Operator Operator 1 Operator
7 1 1 1 1 1 1
C/T =0 .48
C/T = C/T = 90 C/T = 4 C/T = 100 C/T = 240 C/T = 300 Sec C/T = 100
0.15 Sec Sec Sec Sec Sec Sec C/O = 15 Sec
C/O = NIL C/O = 20 C/O = 10 C/O = 40 C/O = 15 C/O = Nil Min C/O = 40
min min min min min

Congestio Congestio Congestio Congestio Congestio Congestion Congestio

n Process n Process Congestio n Process n Process n Process Process n Process
n Process

Current Changeover Time

PGV= 120 min, Gap Grinding =45 min, Side Face Grinding=20 min.
10
 STEP-2: UNDERSTANDING CURRENT SITUATION
2.1 Process Data
Heat Side Face
Cam Coiling Honing (BF-2) Profile Grinding Beldering Pre IP Wash Ion Plating
Treatment (Rough) Customer
1 1 1 1 1 1 1 1
Demand of 1
C/T = 1.5 Sec C/T = 8100 Sec C/T = 0.48 Sec C/T = 120 Sec C/T = 100 Sec C/T = 4 Sec C/T = 35 min C/T = 50400 Sec month 20,000 pcs
Order Unit box =
C/O = 1.93 hrs C/O = Nil C/O = 15 min C/O = 20 min C/O = 2 hrs C/O = 10 min C/O = NIL C/O = 1 hr 720 pcs

Uptime = 83% Uptime = 79% Uptime = 83% Uptime = 82% Uptime = 86% Shift = 3 Shifts
Uptime = 82% Uptime = 94% Uptime = 95%
Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs
Batch Size Batch Size Batch Size = Batch Size = Batch Size = Batch Size = Batch Size = Batch Size =
=3500 nos =10500 nos 3500 nos 3500 nos 3500 nos 3500 nos 3500 nos 7000 nos

Honing Ultrasonic DELIVERY

CRI Beldering Gap Grinding MX Bufing Side Face (F) Gap Grinding
(BFSL) Cleaning
1 1 1 1 1 1 1 1 1

C/T = 0.15 Sec C/T = 90 Sec C/T = 4 Sec C/T = 100 Sec C/T = 240 Sec C/T = 300 Sec C/T =0 .48 Sec C/T = 100 Sec

C/O = NIL C/O = 20 min C/O = 10 min C/O = 40 min C/O = 15 min C/O = Nil C/O = 15 Min C/O = 40 min

Uptime = 90% Uptime = 79% Uptime = 82% Uptime = 85% Uptime = 82% Uptime = 95% Uptime = 83% Uptime = 85%
Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs Shift = 8 hrs
Batch Size = Batch Size = Batch Size = Batch Size = Batch Size = Batch Size = Batch Size = Batch Size =
3500 nos 3500 nos 3500 nos 3500 nos 3500 nos 3500 nos 3500 nos 3500 nos

Identify 3M Muda (No

High machine TOTAL VA TIME / BATCH FOR
Value) Operation time of
process ALL OPERATIONS = 38 Hrs

TOTAL VA TIME / RING FOR ALL

OPERATIONS = 21.76 Hrs
Muri Mura (Fluctuation
(Unreasonable)
Production Batch size Unevenness)
Fluctuation of change over
time 11
 STEP-2: UNDERSTANDING CURRENT SITUATION
2.2 WIP
Customer
Demand of 1 month
20,000 pcs
Order Unit box = 720
pcs
Shift = 3 Shifts

HEAT SIDE PROFI GAP SIDE

CAM HONNI BELDE PRE IP ION ULTRASO MX GAP BELDE HONNI CRI
TREATM FACE LE GRINDI FACE
COILI NG RING CLEANI PLATIN NIC BUFFIN GRINDI RING NG
ENT (ROU GRIND NG GRINDI
NG (BF-2) NG G CLEANIN G NG (BFSL)
GH) ING (FINISH NG
G (FINISH
1) (FINISH
2)
)
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 7

I I I I I I I I I I I I I I I
1 3.68 1.3 1.3 Day 1 1.65 0 0.96 1.86 1.10 1.73 0.80 0.51 0.73 0.44 Day
Day Days Days Day Day Day Days Days Day Days Days Days Days
C/T = C/T = C/T = C/T = C/T = C/T = 4 C/T = C/T = C/T = C/T C/T = C/T = C/T = C/T = 4 C/T = C/T =
1.5 Sec 8100 0.48 120 Sec 100 Sec Sec 35 min 50400 100 Sec =0 .48 300 Sec 240 Sec 100 Sec Sec 90 Sec 0.15
C/O = Sec Sec C/O = C/O = 2 C/O = C/O = Sec C/O = Sec C/O = C/O = C/O = C/O = C/O = Sec
1.93 C/O = C/O = 20 min hrs 10 min NIL C/O = 1 40 min C/O = Nil 15 min 40 min 10 min 20 min C/O =
hrs Nil 15 min Uptime hr Uptime 15 Min Uptime Uptime Uptime NIL
Uptime Uptime = 79% Uptime Uptime Uptime = 85% Uptime Uptime = 82% = 85% Uptime = 79%
= 82% Uptime = 83% Shift = = 83% = 82% = 86% Uptime Shift = = 83% = 95% Shift = Shift = = 82% Shift = Uptime
Shift = = 94 % Shift = 8 hrs Shift = Shift = Shift = = 95% 8 hrs Shift = Shift = 8 hrs 8 hrs Shift = 8 hrs = 90%
8 hrs Shift = 8 hrs Batch 8 hrs 8 hrs 8 hrs Shift = Batch 8 hrs 8 hrs Batch Batch 8 hrs Batch Shift =
Batch 8 hrs Batch Size = Batch Batch Batch 8 hrs Size = Batch Batch Size = Size = Batch Size = 8 hrs
Size Batch Size = 3500 Size = Size = Size = Batch 3500 Size = Size = 3500 3500 Size = 3500 Batch
=3500 Size 3500 nos 3500 3500 3500 Size = nos 3500 3500 nos nos 3500 nos Size =
nos =10500 nos nos nos nos 7000 nos nos nos 3500
nos nos nos

Muda (No
Identify 3M’s
Value)
Long distance
travel. TOTAL WIP BETWEEN ALL
OPERATIONS = 18 Days

Muri Mura (Fluctuation

High Inventory
(Unreasonable) Fluctuation
Unevenness) of operation cycle 12
 STEP-2: UNDERSTANDING CURRENT SITUATION
2.3 Information Stream
INDENTS RAW
MATERIAL 3 MONTHS 6 MONTHS YRL PLAN WITH
IN ADVANCE ROLLING PLAN MONTHLY
RAW MATERIAL VARIATION
PURCHASE MKTG. DEPTT.
SUPPLIER CUSTOMER
DEPTT.
HITACHI / RIKEN JAPAN
PPC WORKS
MONTHLY
PLAN/DAILY
Production Control AMMEDMENT
S
D

Monthl Daily Daily Daily

Daily Daily Daily Daily Daily Daily
y planni planni planni Daily Daily Daily
planni planni planni planni planni planni Daily Daily Daily
Schedu ng ng ng planni planni planni DAILY/ WEEKLY
ng ng ng ng ng ng planni planni planni
le ng ng ng SUPPLIES TO
ng ng ng
MAJOR OEM’S

CAM HEAT SIDE PROFILE BELDERIN PRE IP ION GAP SIDE FACE MX GAP BELDERIN HONNING
HONNIN ULTRASONI CRI
COILIN TREATMEN FACE GRINDIN G CLEANIN PLATING GRINDIN GRINDIN BUFFING GRINDIN G (BFSL)
G (BF-2) C CLEANING
G T (ROUGH G G G (FINISH G G (FINISH
) 1) (FINISH) 2)
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 7
I I I I I I I I I I I I I I I
1 3.68 Days 1.3 Days 1.3 Day 1 1.65 0 0.96 Days 1.86 Days 1.10 Day 1.73 Days 0.80 0.51 0.73 Days 0.44 Day
Day Day Day Day Days Days

Muda (No 1. Long distance travel.

Value) 2. Efficiency in Lead time, Human
Conclusion of 3M’s work & Machine Operation.
3. Unnecessary transportation /
Moving
Muri Mura (Fluctuation
(Unreasonable)
1. Production Batch size Unevenness)
1. Fluctuation of change over time
2. Scheduling & trigger information 2. Fluctuation of operation cycle
3. Layout not following process sequence time 13
 STEP-3: PRESENT STREAM CHART
3.1 Process Stream

3.2 Information Stream

Attached
as
Annexure
1

14
 STEP-4: MAKE IDEAL STREAM CHART
4.1 Ideal Stream (6 months
future)
4.2 Ideal Stream (12 months
future)

Attached
as
Annexure
2

15
 STEP-5: MAKE IMPROVEMENT IDEAS
5.1 Improvement
Ideas
INDENTS RAW
MATERIAL 3 MONTHS YRL PLAN WITH
IN ADVANCE MONTHLY
6 MONTHS VARIATION
ROLLING PLAN MKTG.
RAW MATERIAL PURCHASE
ALL MAJOR OEMS
SUPPLIER DEPTT. DEPTT.
HITACHI / RIKEN JAPAN
MONTHLY CUSTOMER
PPC WORKS PLAN/DAILY
Muda (No Value) AMMEDMENT Mura (Fluctuation Unevenness)
S
1. Long distance travel - Movement Production Control
1. Fluctuation of change over time
Reduction
– Reduction in changeover timeD
2. Efficiency in Lead time & Machine
2. Fluctuation of operation cycle
Operation – Lead time reduction
time - Cycle time reduction
3. Unnecessary transportation / Moving –
3. Fluctuation of batch size of
Operation clubbing.
production – Small Batch size
4. Gap between demand & production –
Review of order frequency
Monthl & rejection
Daily Daily
Muri (Unreasonable) Daily Daily Daily Daily Daily
reduction y
Schedul
plannin
plannin
g
plannin
g
plannin plannin
plannin plannin
Daily
plannin
Daily Daily Daily Daily
1. Production Batch size e – Supply of
g g g g g g
plannin
g
plannin
g
plannin
g
plannin
g
Daily
plannin
Daily
plannin
Daily
plannin
DAILY/ WEEKLY
SUPPLIES TO
rings by KANBAN Cards. 4
g g g
MAJOR OEM’S

2. Scheduling & trigger information –

FIFO System & Pull System
3. Layout not following process
sequence – Relayouting as per process
sequence
1ULTRASONIC 2 4
CAM HEAT SIDE FACE PROFILE ION GAP SIDE FACE
HONNING BELDERING PRE IP MX GAP BELDERING HONNING CRI
COILING TREATMENT (ROUGH) GRINDING PLATING GRINDING GRINDING
(BF-2) CLEANING CLEANING BUFFING GRINDING (BFSL)

4 (FINISH 1) (FINISH) (FINISH 2)

3
1 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 7

I I I I
I I I I I I I I I I
3 I
2
1 3.68
1 1.3 1.3 Day 1 1.65 0 0.96 2 1.86 1.10 1.73 Days 0.80 0.51 0.73 0.44 Day
Day Days Days Day Day Day Days Days Day Days Days
C/T = 1.5 C/T = 8100 C/T = 0.48 C/T = 120 C/T = 100 C/T = 4 Sec C/T = 35 C/T = C/T = 100 C/T =0 .48 C/T = 300 C/T = 240 C/T = 100 C/T = 4 Sec Days C/T = 90 C/T = 0.15
Sec Sec Sec C/O = 10 min 50400 Sec Sec Sec Sec Sec Sec C/O = 10 Sec Sec
2
Sec Sec
C/O = 1.93
hrs
1 C/O = Nil C/O = 15
min
C/O = 20
min
C/O = 2 hrs
1 min C/O = NIL C/O = 1 hr
1 C/O = 40
min
C/O = 15
Min
C/O = Nil C/O = 15
min
C/O = 40
min
min C/O = 20
min
C/O = NIL

Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime = Uptime =
82% 94 % 83% 79% 83% 82% 86% 95% 85% 83% 95% 82% 85% 82% 79% 90%
Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8
hrs hrs hrs hrs hrs hrs hrs hrs hrs hrs hrs hrs hrs hrs hrs hrs
Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size Batch Size
=3500 nos =10500 nos = 3500 nos = 3500 nos = 3500 nos = 3500 nos = 3500 nos = 7000 nos = 3500 nos = 3500 nos = 3500 nos = 3500 nos = 3500 nos = 3500 nos = 3500 nos = 3500 nos

2
87.5 Min 135 Min 28 Min 125 Min 323 Min 1.66 Min 35 Min 840 Min 176 Min 28 Min 5 Min 175 Min 176 Min 1.66 Min 84 Min 62 Min
 STEP-5: MAKE IMPROVEMENT IDEAS
5.2 Takt time
calculation

Takt time = Utilization time / Demand Volume

= 2025000 / 20000
= 101 sec
Identify Bottleneck
Present Cycle Time (In sec)
140
2 1
120 120 3
50400 sec
8100 sec 100
100
Takt time line 90 90
In Seconds

80
80 Batch size Batch size
Batch size
6000 Pieces 6400 pieces 29 pieces
60

40

20
1.5 0 0.48 4 0 0.15
0

Operation

17
 STEP-6: MAKE IMPROVEMENT PLAN
6.1 Prioritization of improvement & Scheduling
SCHEDULE
PRIORI
ACTIVITY RESP. B.M TARGET Q3 Q4 Q1 Q2 Q3
TY
19-20 19-20 19-20 20-21 20-21
Floor Floor
MOVEMENT REDUCTION Mr. GUPREET
1 (RE- LAYOUTING) SINGH
changes Changes
(4 Nos) (2 Nos)
LEAD TIME REDUCTION Mr. GURPREET
2 OF END PROCESSES SINGH
8 Days 3 days

Mr. GURPREET
3 OPERATION CLUBBING SINGH/ Mr.
A.PATEL
Mr. G PANT/
REVIEW ORDER
4 FREQUENCY / PROCESS
Mr. GURPREET
SINGH
Mr. AVINASH /
SUPPLY THROUGH
5 KANBAN SYSTEM
Mr. GURPREET
SINGH

PHASE- II
PHASE- I
6 FIFO SYSTEM Mr. S.SALWAN
Mr.
7 PULL SYSTEM S.SALWAN/
Mr. A.PATEL
Mr. SACHIN
PGV 120 min 90 min
SHUKLA
REDUCTION
IN SIDE FACE Mr. A.PATEL 20 min 10 min
8 CHANGEOV
ER TIME
FUJIYA GAP
Mr. GAURAV 45 min 30 min
GRINDING

Mr. GURPREET
9 CYCLE TIME REDUCTION
SINGH
120 Sec 100 Sec

Mr. ROHIT / 3500

10 SMALL BATCH SIZE
MR. NODIYAL Nos
2000 Nos

18
 STEP-6: MAKE IMPROVEMENT PLAN
6.2 Mechanism for Production lead
time Reduction in no. of workers
(Labor Productivity Up) KAIZEN
THEME
Levelling of production IDENTIFIED

Production lead time reduction

Reduction in process time of Reduction in operation time Reduction of waiting time loss
each process between the process between the process

Transportation and Means of Line Small – lot

Small lot
production of one rapid synchronizatio production of
production
piece flow system transportation n transportation lot

Setup Time Multi-skill Works

Machine Conveyor Full work
reduction engineerin standardizatio
layout chute system
(SMED) g n

Ensuring
reliability of Cooperative
equipment movement
19
 STEP-7: IMPLEMENTATION
7.1 KAIZENS
Loss
S.No Kaizen Theme Circle Benefits Status
Classification
Productivity Improvement through :
Productivity improvement by 8% in IP top
Line
1 Relayouting of Top ring line Azaad ring & Reduction in no of floor changes Completed
Organisation
from 4 Nos to 2 Nos
Line
2 Formation of Gap gr cell Azaad Manpower Rightsizing by 3 nos Completed
Organisation

Clubbing of PGV operation with Gap Grinding Line

3 Chunauti Manpower Rightsizing by 3 nos Completed
finish through relayouting Organisation

Clubbing of Tough coating with Inner diameter Line

4 Himmat Manpower Rightsizing by 2 nos Completed
bevel machine Organisation
Interlinking of Fujiya Gap Grinding , Beldering & Line
5 Vikash Manpower Rightsing by 4 Nos Completed
Autolapping machines (2 Lines) Organisation
Movement
6 Cycle time reduction of Fujiya Gap Grinding Chunauti From 120 sec to 100 sec Completed
Synchronisation
Setup Time reduction :

7 50% on Nissei Side Face Grinding Machine Setup Kishmat From 20 min to 10 min Completed

8 25% on Cam Coiling machine Setup Tarang From 116 Min to 90 min Completed

9 30% on PGV Machine Setup Vikas From 120 Min to 90 min Aug’20

10 20% on Fujiya Gap Grinding Setup Chetak From 45 Min to 30 min Aug’20
Rejection Reduction :
11 20 % in Dia < 90 mm IP Assy. Barrel Top Ring Zero Defect Chunauti From 9.5% to 7.6% Completed

20
 STEP-7: IMPLEMENTATION
7.1 KAIZEN No. 1: Re-layouting of Top Ring line

Saving
1. Manpower =10 nos.
2. Reduction in no. of floor change= 02 nos.
3. Material movement reduced by 0.53 kms
OPERATION NO 1, 2 & OPERATION NO 1
8 CARRIED OUT ON To Laser & 2 CARRIED OUT
FIRST FLOOR 12 Stamping ON FIRST FLOOR
Auto Lapping To
IP
To IP Pla
Plant nt
5 To CRI
4 11 10 9
PGV

Auto Fujiya
Beld
ID Gap.
ring
ch. Gr.
7 3 6 To Parkerising
Ultraof ringSide Total Travelling of Ring = 1.6 kms
Total Travelling = 2.13 km Plant
No of turns = 18 nos
No of turns sonic face
= 39 Nos
No. of floor changes = 2 nos
No. of floorClean.
changes Gr. = 4 Nos

21
 STEP-7: IMPLEMENTATION
7.1 KAIZEN No. 2: Formation of Gap Grinding Cell

OUTPUT GAP GR. 2 INPU GAP GR. 2 GAP GR. 2

UT
INP
UT
INP

OUTP
OUTP
INPU T

UT
UT
T OUTPUT
GAP GR. 1

GAP
Gr. 1
1

Video
OUTPUT INPU
T

22
 STEP-7: IMPLEMENTATION
7.1 KAIZEN No. 3 : Productivity Improvement thru. Optimization of tooling

Before (video) After (video)

23
 STEP-7: IMPLEMENTATION
7.1 KAIZEN No. 4: Clubbing of PGV operation with Gap Grinding thru. re-layouting

24
 STEP-7: IMPLEMENTATION
7.1 KAIZEN No. 5: Clubbing of Tough coating with Inner diameter bevel machine

25
 STEP-7: IMPLEMENTATION
7.1 KAIZEN No. 6: Interlinking of Fujiya Gap Grinding , Beldering & Auto-lapping m/c

INPUT

INPUT

OUTPU

OUTPU
AUTO FUJIYA

INPU
OUTP
OUTPUT BELDERING INPU
BELDERING
T LAPPING GAP Gr.

UT
OUTPUT

T
INPU

T
T
GAP Gr.
LAPPING

FUJIYA

2 1
AUTO

OUTPUT INPU
T

26
 STEP-7: IMPLEMENTATION
7.1 KAIZEN No. 7: Productivity Improvement thru. automation of Closed Gap checking

27
 STEP-7: IMPLEMENTATION
7.1 KAIZEN No. 8: Productivity Improvement thru. automation of stamp checking

28
 STEP-7: IMPLEMENTATION
7.1 KAIZEN No. 9 : Lead Time Reduction by 8% in Top Ring

29
 STEP-7: IMPLEMENTATION
7.1 KAIZEN No. 10: Setup time reduction by 40% at Side Face Grinder
KAIZEN SHEET
PLANT/DEPTT NAME : STEEL RING EQUIPMENT NAME: SIDEFACE GRINDER

KAIZEN CATEGORY : KK JH KK PM QM ET SHE OTPM OTHERS EQUIPMENT NO. : 65

OPL MP SHEETKNOW-WHY PRE PROVISNAL HOR.DEPLOYMENT

KAIZEN NO. : 9 CIRCLE NAME: KISMAT

KAIZEN THEME : Setup time reduction by 40% from 12 Min. TO 07 Min. at Sideface grinder in Steel Ring Plant TEAM MEMBERS: ALL SIDEFACE OPERATORS

BEFORE IMPROVEMENT AFTER IMPROVEMENT

1 2 NO PROVISION TO 1 2 UGW & LGW CAN

OPERATE UGW & BE OPERATED
LGW SIMULTANEOUSLY
SIMULTANEOUSLY

SETUP TIME-07 MIN

SETUP TIME-12 MIN

MANUAL LOADING OF RING IN RING LOADING

SMALL STACKS THRU CHUTE

HORIZONTAL DEPLOYMENTPOTENTIAL
PROBLEM KAIZEN IDEA RESULTS/ BENEFITS
(TO BE IMPLEMENTED IN ALL SIDE FACE GRINDERS)

1) 04 MIN SAVED
1) Modify the ring loading unit to ring
chute unit.
To reduce further set up time of sideface
All sideface machines.
grinder 2) 01 MIN SAVED
2) Provision of simultaneously operating
of both the UGW grinding position button
and LGW grinding position button

(EXECUTER/CIRCLE LEADER) (RESPECTIVE PILLAR DY. LEADER) (KK PILLAR DY. LEADER)

30
 STEP-7: IMPLEMENTATION
7.2 Implementation Status
SCHEDULE
PRIORIT PLAN/ Q3
Y ACTIVITY RESP. B.M TARGET ACTUAL Q4 Q1 Q2 Q3
19-
19-20 20-21 20-21 20-21
20
Floor Floor PLAN
MOVEMENT REDUCTION Mr. GUPREET change Changes
1 (RE- LAYOUTING) SINGH s (4 ACTUAL
Nos) (2 Nos)
LEAD TIME REDUCTION Mr. GURPREET PLAN
2 OF END PROCESSES SINGH 8 Days 3 days
ACTUAL
Mr. GURPREET PLAN
3 OPERATION CLUBBING SINGH/ Mr.
A.PATEL ACTUAL

Mr. G PANT/ Mr. PLAN

REVIEW ORDER
4 FREQUENCY / PROCESS GURPREET
SINGH ACTUAL

PHASE- II
Mr. AVINASH / PLAN

PHASE- I
SUPPLY THROUGH
5 KANBAN SYSTEM Mr. GURPREET
SINGH ACTUAL
PLAN
6 FIFO SYSTEM Mr. S.SALWAN
ACTUAL
Mr. S.SALWAN/ PLAN
7 PULL SYSTEM Mr. A.PATEL ACTUAL
PLAN
PGV Mr. SACHIN
SHUKLA
120
min 90 min ACTUAL
REDUCTION PLAN
IN SIDE FACE Mr. A.PATEL 20 min 10 min
8 CHANGEOVER
ACTUAL
TIME FUJIYA PLAN
GAP Mr. GAURAV 45 min 30 min
GRINDING ACTUAL

CYCLE TIME REDUCTION Mr. GURPREET 120 100 Sec PLAN

9 SINGH Sec ACTUAL
PLAN
10 SMALL BATCH SIZE / LOT Mr. ROHIT / MR. 3500
NODIYAL Nos
2000
Nos ACTUAL PLAN
ABBREVATION USED : IN PROCESS
ACTUAL 31
STEP-7: IMPLEMENTATION
7.3 Results
Lead Time Travel of Ring
39% 40%
IMPROVEMENT IMPROVEMENT
20 18 6

15 13 13.5
11 4

KMS
10 9 GOOD
DAYS

GOOD 2.13
2 1.5 1.8
5 1.2 0.9

0 0
B.M. ACTUAL TARGET JAN TARGET B.M. ACTUAL TARGET JAN TARGET
(19~20) (20~21) H1 (20~21) H2 (20~21) (19~20) (20~21) H1 (20~21) H2 (20~21)

Quality Assurance No of Floor Change

(HDE –H.P Rejection%) 50%
10 IMPROVEMENT
31%
IMPROVEMENT
12
9 8.4
6 7.4 6.7 5 4
5.8 GOOD
NO’S

6 3 3 GOOD
2 2
%

3
0 0
B.M. ACTUAL TARGET JAN TARGET H2 B.M. ACTUAL TARGET JAN TARGET
(19~20) (20~21) (20~21) (20~21) (19~20) (20~21) H1 H2
(20~21) (20~21)

32
STEP-7: IMPLEMENTATION
7.4 Results
Changeover time reduction Cycle Time Reduction
( Side face (Fujiya Gap Gr)
Rough ) 50% 17%
25 160
IMPROVEMENT IMPROVEMENT
20 120
20 120 112 110
15 100 100
15 12
MINUTE

10 10 80
10 GOOD
GOOD

SEC
5 40

0 0
B.M. ACTUAL TARGET H1 JAN TARGET B.M ACTUAL TARGET JAN TAR-
(19~20) (20~21) (20~21) H2(20~21) (19~20) (20~21) H1 GETH2
(20~21) (20~21)

Top Ring Productivity / Man /Day Manpower rightsizing through

8%
IMPROVEMEN
410 T 404 14 V-map Approach
400 396 12 12
10
390 385 10
380 374 8
MINUTE

367 6
NOS
370 GOOD 6 5 GOOD
360 4
350 2
340 0
B.M. ACTUAL TARGET H1 JAN TARGET H2 ACTUAL TARGET H1 JAN TARGET H2
(19~20) (20~21) (20~21) (20~21) (19~20) (19~20) (20~21)

33
END OF PRESENTATION

34
Annexure 1: PRESENT STREAM CHART – HONDA Back
DIESEL INDENTS RAW 6 MONTHS
YRL PLAN
WITH
MATERIAL 3 ROLLING MONTHLY
MONTHS IN PLAN MKTG. VARIATION
RAW MATERIAL
PURCHA ALL MAJOR OEMS
ADVANCE
SUPPLIER SE DEPTT.
HITACHI / RIKEN DEPTT.
PPC WORKS CUSTOMER
JAPAN MONTHLY
PLAN/
Production AMMEDM
Control ENTS TOTAL LEAD TIME = 18 DAYS D
TOTAL VA TIME / BATCH = 38 Hrs
BATCH SIZE = 3500 Nos
TOTAL VA TIME / RING = 21 .76
HRS

Mont Daily Daily Daily

Daily Daily Daily Daily Daily Daily Daily
hly Daily planni planni planni Daily
planni planni planni planni
Sched planning ng ng ng ng
planni planni planni planni Daily Daily Daily DAILY/
ng ng ng
ule ng ng ng ng planni planni planni WEEKLY
ng ng ng
SUPPLIES
TO OEM’S

CAM HEAT SIDE PROFI BELDE PRE IP ION GAP SIDE MX GAP BELDE HONNI
HONNI ULTRASO CRI
COILI TREATM FACE LE RING CLEANI PLATIN GRINDI FACE BUFFIN GRINDI RING NG
NG NIC
NG ENT (ROU GRIND NG G NG GRINDI G NG (BFSL)
(BF-2) CLEANIN
GH) ING (FINISH NG (FINISH
G
1 1 1 1 1) (FINISH
1 2) 1
1 1 1 1 1 1 1 1 1 7
)
I I I I I I I I I I I I I I I
1 Day 3.68 Days 1.3 Days 1.3 Day 1 Day 1.65 Day 0 Day 0.96 Days 1.86 Days 1.10 Day 1.73 Days 0.80 Days 0.51 Days 0.73 Days 0.44 Day
C/T = 1.5 C/T = C/T = C/T = C/T = C/T = 4 C/T = 35 C/T = C/T = C/T C/T = C/T = C/T = C/T = 4 C/T = 90 C/T =
Sec 8100 Sec 0.48 Sec 120 Sec 100 Sec Sec min 50400 100 Sec =0 .48 300 Sec 240 Sec 100 Sec Sec Sec 0.15 Sec
C/O = C/O = C/O = 15 C/O = 20 C/O = 2 C/O = 10 C/O = Sec C/O = 40 Sec C/O = C/O = 15 C/O = 40 C/O = 10 C/O = 20 C/O =
1.93 hrs Nil min min hrs min NIL C/O = 1 min C/O = 15 Nil min min min min NIL
Uptime Uptime Uptime Uptime Uptime Uptime Uptime hr Uptime Min Uptime Uptime Uptime Uptime Uptime Uptime =
= 82% = 94 % = 83% = 79% = 83% = 82% = 86% Uptime = = 85% Uptime = 95% = 82% = 85% = 82% = 79% 90%
Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 Shift = 8 95% Shift = 8 = 83% Shift = 8 Shift = 8 Shift = 8 Shift = 8 Production
Shift = 8 Shift = 8
hrs
Batch
hrs
Batch
hrs
Batch
hrs
Batch
hrs
Batch
hrs
Batch
hrs
Batch
Shift = 8
hrs
hrs
Batch
Shift = 8
hrs
hrs
Batch
hrs
Batch
hrs
Batch
hrs
Batch
hrs
Batch
LT 18 days hrs
Batch
Size Size Size = Size = Size = Size = Size = Batch Size = Batch Size = Size = Size = Size = Size = Size =
=3500 =10500 3500 3500 3500 3500 3500 Size = 3500 Size = 3500 3500 3500 3500 Processing
3500 3500 nos
nos nos nos nos nos nos nos 7000 nos nos 3500 nos nos nos nos nos
nos time 38 hrs
1 day 3.68 day 1.3 day 1.3 day 1 day 1.65 day 0 day 0.96 day 1.86 day 1.10 day 1.73 day 0.80 day 0.51 day 0.73 day 0.44 day
87.5 Min 135 Min 28 Min 125 Min 323 Min 1.66 Min 35 Min 840 Min 176 Min 28 Min 5 Min 175 Min 176 Min 1.66 Min 84 Min 62 Min

35
Annexure 2: IDEAL STREAM CHART (6
MONTHS FUTURE) INDENTS RAW
MATERIAL 3 6 MONTHS
YRL PLAN
WITH
MONTHS IN ROLLING MONTHLY
ADVANCE PLAN MKTG. VARIATION
RAW MATERIAL PURCHASE ALL MAJOR OEMS
SUPPLIER DEPTT. DEPTT.
HITACHI / RIKEN
JAPAN PPC WORKS MONTHLY PLAN/ CUSTOMER
AMMEDMENTS
• Information thru Kanban System Production
• Material flow pull Control
AFTER
• Super market BEFORE
IMPROVEMEN D
IMPROVEMEN
• Pacemaker Weekly
T
T
Production (6 Months)
• Changeover time reduction planning
TOTAL LEAD
18 Days 14 DAYS
TIME
Production order TOTAL VA
1 time / week 38 Hrs 36 Hrs
TIME / BATCH

TOTAL VA
21.76 Hrs 19.76 Hrs
TIME / RING
Delivery order 1
PULL SYSTEM day before
(1 time / day)
FIFO KANBAN

GAP SIDE FACE ULTRA GAP

CAM HEAT SIDE FACE HONING PROFILE PRE IP ION MX HONING
BELDERING GRINDING GRINDING SONIC GRINDING BELDERING
COILING TREATMENT (ROUGH) (BF-2) GRINDING CLEANING PLATING BUFFING (BFSL) CRI
FIFO (FINISH 1) (FINISH) CLEANING (FINISH 2)

1 1 1 1
1 1 1 1 1
KANBAN
1 1 1 1 1 1 7

I I I I I I I I I I I I I I
1 Day 3.68 Days 1.3 Days 1.3 Day 1 Day 1.65 Day 0 Day 0.96 Days 1.86 Days 1.10 Day 1.73 Days 0.80 Days 0.51 Days 0.73 Days
C/T = C/T = C/T = C/T = C/T = C/T = 4 C/T = C/T = C/T = C/T C/T = C/T = C/T = C/T = 4 C/T = C/T =
1.5 Sec 8100 Sec 0.48 Sec 120 Sec 100 Sec Sec 35 min 50400 100 Sec =0 .48 300 Sec 240 Sec 100 Sec Sec 90 Sec 0.15 Sec
C/O = C/O = Nil C/O = C/O = C/O = 1 C/O = C/O = Sec C/O = Sec C/O = C/O = C/O = C/O = C/O = C/O =
90 Min Uptime 15 min 20 min hrs 10 min NIL C/O = 30 45 min C/O = Nil 15 min 45 min 10 min 20 min NIL
Uptime = 94 % Uptime Uptime Uptime Uptime Uptime min Uptime 15 Min Uptime Uptime Uptime Uptime Uptime Uptime
= 82% Shift = 8 = 83% = 79% = 83% = 82% = 86% Uptime = = 85% Uptime = 95% = 82% = 85% = 82% = 79% = 90%
Shift = hrs Shift = 8 Shift = Shift = Shift = Shift = 95% Shift = = 83% Shift = Shift = Shift = Shift = Shift = Shift = 8
8 hrs Batch hrs 8 hrs 8 hrs 8 hrs 8 hrs Shift = 8 8 hrs Shift = 8 hrs 8 hrs 8 hrs 8 hrs 8 hrs Production
hrs LT
Batch Size Batch Batch Batch Batch Batch hrs Batch 8 hrs Batch Batch Batch Batch Batch 14 days
Batch
Size =6000 Size = Size = Size = Size = Size = Batch Size = Batch Size = Size = Size = Size = Size = Size =
=2000 nos 2000 Changeover
2000 2000 2000 2000 Size = 2000Cycle time Size = 2000 2000 2000 2000 2000 Processing
2000
nos nos nos nos 6400 nos nos 2000 nos nos nos nos nos noshrs
nos nos
time reduction reduction nos
time 38
1 day 3.68 day 1.3 day 1.3 day 1 day 1.65 day 0 day 0.96 day 1.86 day 1.10 day 1.73 day 0.80 day 0.51 day 0.73 day
87.5 Min 135 Min 28 Min 125 Min 323 Min 1.66 Min 35 Min 840 Min 176 Min 28 Min 5 Min 175 Min 176 Min 1.66 Min 84 Min 62 Min
Annexure 2: IDEAL STREAM CHART (12 Back
MONTHS FUTURE) INDENTS RAW
MATERIAL 3 6 MONTHS
YRL PLAN
WITH
MONTHS IN ROLLING MONTHLY
RAW MATERIAL ADVANCE PLAN MKTG. VARIATION ALL MAJOR OEMS
PURCHA
SUPPLIER
SE DEPTT.
HITACHI / RIKEN
DEPTT. CUSTOMER
JAPAN PPC WORKS
MONTHLY
PLAN/
• Continuous flow - Cell Formation Production AMMEDM AFTER IMPROVEMENT
• Reduction of waiting time -Low Control ENTS
BEFORE
Cost Automation IMPROVEMEN
12 D
T 6 MONTHS
• Machine Layout Weekly
MONTHS
• Multi-skill Engineering Production
planning TOTAL LT 18 Days 14 DAYS 9 DAYS
• Changeover time reduction
TOTAL VA
38 Hrs 38 Hrs 36 Hrs
TIME / BATCH

Production order TOTAL VA

1 time / week Saving of Total 12 Nos TIME / RING
21.76 Hrs 21.76 Hrs 19.76 Hrs

Manpower Delivery order

1 day before
(1 time / day)

CELL FORMATION REDUCTION IN WAITING TIME

SIDE HONING PROFILE

CAM HEAT BELDERING PRE IP ION GAP SIDE FACE ULTRASO MX GAP HONING CRI
FACE (BF-2) GRINDING BELDERING
COILING TREATMENT CLEANING PLATING GRINDING GRINDING NIC BUFFING GRINDING (BFSL)
FIFO (ROUGH) (FINISH 1) (FINISH) CLEANING (FINISH 2)

1 1 1 1 1 1LOW COST AUTOMATION

1 7
CELL FORMATION 1 1 1 1 1 RE-LAYOUTING
1 1 1

I I I I I I I I I I I
MULTISKILL ENGINEERING
3.68 Days 1.3 Days 1.3 Day 1 Day 1.65 Day 0 Day 0.96 Days 1.86 Days 1.10 Day 1.73 Days 0.80 Days 1
C/T = C/T = C/T = C/T = C/T = 4 C/T = C/T = C/T = C/T C/T = C/T = C/T = C/T =
C/T =
8100 Sec 0.48 Sec 120 Sec 100 Sec Sec 35 min 50400 100 Sec =0 .48 300 Sec 240 Sec 100 Sec 0.15 Sec
1.5 Sec
C/O = Nil C/O = 15 C/O = C/O = 1 C/O = C/O = Sec C/O = Sec C/O = C/O = C/O = C/O =
C/O =
Uptime min 20 min hrs 10 min NIL C/O = 30 20 min C/O = Nil 15 min 20 min NIL
87 Min
= 94 % Uptime Uptime Uptime Uptime Uptime min Uptime 15 Min Uptime Uptime Uptime Uptime =
Uptime
Shift = 8 = 83% = 79% = 83% = 82% = 86% Uptime = 85% Uptime = 95% = 82% = 85% 90%
= 82%
hrs Shift = 8 Shift = Shift = Shift = Shift = = 95% Shift = = 83% Shift = Shift = Shift = Shift = 8
Shift = Production
Batch hrs 8 hrs 8 hrs 8 hrs 8 hrs Shift = 8 8 hrs Shift = 8 hrs 8 hrs 8 hrs hrs
8 hrs LT 9 days
Size Batch Batch Batch Batch Batch hrs Batch 8 hrs Batch Batch Batch Batch
Batch
Size =
Size =6000
nos
Size =
2000
Changeover
Size =
3500
Size =
2000
Size =
2000
Size =
2000
Batch
Size =
Size =
2000
Batch
Size =
Size =
2000
Size =
2000 2000 Processing
Size =
2000 nos
=2000 time 34 hrs
nos nos time reduction
nos nos nos nos 6400 nos nos 2000 nos nos nos
nos
1 day 3.68 day 1.3 day 1.3 day 1 day 1.65 day 0 day 0.96 day 1.86 day 1.10 day 1.73 day 0.80 day
87.5 Min 135 Min 28 Min 125 Min 323 Min 1.66 Min 35 Min 840 Min 176 Min 28 Min 5 Min 175 Min 176 Min 1.66 Min 84 Min 62 Min
STEP-1: UNDERSTANDING OF CURRENT CONDITION
Productivity/ Man/ Day
475 482 496
461 459 469 453
445
Productivity/Man/Day

394
355
268

No Ring
processed

B.M. Avg. Apr.20 May Jun Jul Aug Sep Oct Nov Dec Target
(19-20) (20-21) 20-21

Productivity/Man/Day
20
GAP- 44 %
Productivity/ Man/

15
Day

10
18

5 10 11

0
IP Chrome GN
38