Presented by EWIS Delhi

ForCluster Development Initiative

04/19/23 1

Presented by EWIS Delhi 2

Presented By

ISO 9001:2008 ORGANISATION

04/19/23

Our March continues on the path of Self-reliance, Quality and excellence…

Presented by EWIS Delhi 304/19/23

Contents of the Presentation

1.About the Organisation

2.About Productivity

3.Process of Productivity Improvement in a

Cluster

4.Improvement Results

5.Methodology of Productivity Improvement

QUALITY POLICY

We, Team of EWIS will continually improve the Quality of our Services in Consultancy in the areas of Management, HRD, Industrial Engineering, Institutional Development, Training and Survey to our Clients through the Study and Implementation and also facilitate our clients keeping in view their present and future Organizational Developmental requirements. We will also ensure organizational future growth and prosperity by implementation of Quality Management System in conformity with ISO 9001: 2008.

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EWIS Delhi 6

WE OFFER SERVICES

1. MANAGEMENT CONSULTANCY

PRODUCTIVITY QUALITY HUMAN RESOURCE MANAGEMENT

2. QUALITY MANAGEMENT SERVICES

3. TRAINING AND DEVELOPMENT

4. PROFESSIONAL SERVICES ON

-BUSINESS PROCESS RE-ENGINEERING - CUSTOMER RELATIONSHIP MANAGEMENT

5. IMPACT ASSESSMENT STUDY AND RESEARCH6. SOCIO ECONOMIC STUDY AND SURVEY

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Business ApplicationsBusiness Applications

EWIS Delhi

Why you should choose EWIS over other companies??

We ensure complete customer satisfaction

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EWIS delivers the highest level of expertise and flexibility to meet Customer’s expectations

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1. NATIONAL PRODUCTIVITY COUNCIL

Organisational Restructuring in the following Sector

- Power Sector – THDC (Tehri)

- Ministry of Transport – IWAI (Inland Water)

- Educational Sector – SOL under University of Delhi

- Socio Economic Survey and Study – UNCTD, DC – Handicrafts

etc.

2. IL & FS (in World Bank and DFID Fund)

- Productivity Improvement

- Quality Improvement Services

3. HARYANA TECHNICAL EDUCATION

- Grading of the Institutes

- QMS for Technical Institutes

A Select list of CLENTS and Sectors where Assignments is Continuing or completed

A Select list of CLENTS and Sectors where Assignments is Continuing or completed

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4. National Power Training Institute - NPTI

5. SIDBI, World Bank and DFID – in 2 Clusters

- Productivity Improvement

- Seminar on Improvements etc.

6. Automobile Industry

- Productivity and Lean Manufacturing

7. Quality Council of India

8. Uttarpradesh Pradesh Consultancy Limited

9. LEAN MANUFACTURING IMPLEMENTATION

A Scheme under Ministry of MSME Govt. of India (For 5S, Kaizen, QC,

SMED, TPM, Process Layout, Inventory etc.)

Cluster – I: Meerut Engineering Cluster

Cluster – II: JAMSHEDPUR Automotive Cluster (on progress)

10. Process Modification and Manpower Standardisation of HNG –

Hindustan National Glass Factory

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11. ACE Refractory (Caldrys, France, Katni and Nagpur, previously ACC Cement of )

12. NABCONS – NABARD Consultancy Services

- Ministry of Food Processing

- Min. of Agriculture

- RASPATI AWARD - Nirmal Gram Puraska (NGP)

- Project Assessment of CAPART

13. SOMANY Ceramics Ltd. (Buhadurgarh and Kadi, Gujrat)

14. SBI – State Bank of India

- Project UPTECH – Technological Upgradation for the State of Jharkhand

15. M M AQUA PVT. LTD.

- Plant Layout

- Energy Conservation

16. BHEL – HRDI, Noida

- Online – Leadership Assessment

17. PTC Limited (Power Trading Corporation)

- Energy Conservation

18. APITCO – Cluster Development

ORGANISATIONA STRUCTURE OF EWISORGANISATIONA STRUCTURE OF EWIS

MANAGING DIRECTOR

CHIEF OPERATING OFFICER

ADVISORS

HRM GROUPQMS

GROUPPRODUCTIVITY

GROUPECONOMIC SERVICES

and TRAINING

Consultant

ManagementTrainee

Consultant

ManagementTrainee

Consultant

ManagementTrainee

Consultant

ManagementTrainee

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CERTIFICATES

PUBLICATIONSAND

SUCCESS STORY

CERTIFICATES

PUBLICATIONSAND

SUCCESS STORY

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16EWIS Delhi

Presentation at Vigyan Bhawan For the

Success of Cluster Development – Lean Manufacturing Implementation

Under Min. of MSME, Govt. of India

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Productivity

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Productivity

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Productivity in industry

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Government’s responsibility

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Management’s responsibility

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Factors Tending to Reduce Productivity

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Work content added due to process

Incorrect production process (and/or machine) used Process not operated properly Non-optimal layout with wasted movements. Working methods of operation causing wasted

movements, time and efforts.

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Ineffective time due to management

Marketing policy which demands unnecessarily large number of products.

No standardization of components between as well as within products.

Failing to meet customer’s requirement from the beginning.

No plan for flow of work. Improper supply of material, equipment. Improper maintenance of plant and machines. Insufficient safety measures. Improper working conditions resulting in interrupted

work.

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Process of Productivity Improvement Applied in

A Cluster

MAIN ACTIVITIES OF THE PRODUCTIVITY IMPROVEMENT STUDY

Main activities are related to increase Productivity.

Line Design of the Production lines – For Closing, Lasting and other relevant Lines

It is executed according the differentiations of the Products,

i.e.

No. of activities in the Components

Man and Machine Combination

Time of each activity

No. of Helper, Fitters and Machine required to maximise the

utilization all Inputs

Implement the Line setting according the Line Design

Space Management

MAIN ACTIVITIES OF THIS STUDY AND IMPLEMENTATION

Sl. No

SELECTIVE ARAES OF OUT COMES

SHORT DETAILS OF THE BENEFITS

PHASE - I

01Production / Line Imbalances

By Effective Utilisation of Time in Operations in the Lines Reduce Ineffective Time and activities Adjustment of the Production rate in every lines Using Time Study in the Plant with ILO standard Line wise Production Norms i.e. Maximum Feasible

Production in Line and Complement of Manpower

02Production Improvement

Increase in Production will reduce the unit cost and over head cost of per unit of items

Balancing the Production in every Lines, so that no WIP emerge in between lines without any necessary to complete the Production

03 Addition Of New Shift

It will reduce the over time Increase the unit’s Total Production More supply in the market for cover up Buyers’ demand Optimum shift option for Maximum utilization of Time,

space and capacity of operation

04 Line Wise Rework

Maximum possible remove the Rework jobs will maximize the output rate and Production capacity

ZQC is the practice where no required for quality control that means everybody will be conscious about the Quality

05 WIP Rate Input, WIP and Output balancing according the Lines Reduce the WIP by better planning

SCOPE AND PURPOSE OF THE STUDY

06 Utilisation Of Materials Economical use of the most expensive input like Leather Economical cutting methods

07Materials Movement And Compactness

Specific line of Flow of materials Standardize Input receiving and transfer in every workstation Process of keeping work space in clean for better work

environment and motivation of work

08Plant And Production Lay Out

Changed and modified plant layout for more lines in same pace and improved Line alignment for better flow of items

09Production, Planning And Control System

Better process of Quality control by reformulating the Checking points

Controlling at the Higher level by Numerical data preservation method will help for periodic review and analysis

Planning of Production according the Practical Information

10Sustainable Business Process

Process Reengineering by New Addition of Business and Flow of delivery Starting from Customers / Agents order to Delivery of the Materials.

It will help to take lead in the Domestic market first and later in Export market

PHASE – II

01 Training Need AnalysisFor Training of all Seniors and key Staffs for Corporate and Customer Impression Study in Functional, Behavioural and Technical

02Attitude to Quality and Productivity

Importance of Productivity and Methods of Implementation

03 Quality Circle and 5SA Group concept of the Improvement and problem solving methods and 5S for Sort out of the Materials and Cleanness of the Shop floor make it a Standard

9. L INE DESIGN

Article – 1108 `

Marking 1H

SUMMARY Manpower

Helper –12, Fitter -06 Machine man –06

Vamp + Side Quarter Attachment Collar Folding + Eyelid Punching

1 F + 2 H 3.5 min

TARGET 120 Pair/ Day

S. N. Goloka Stitching Lining+ Counter

Stitching Ghujia Stitching

(Trimming-) 4.5min

Titkul Chipkana + Hasia + Lining Quarter 2H – 2 min

-

S. N. Golaka Stitching +

Hasia Stitching 3 min

D. N. Vamp + Titkul

Stitching Counter Stitching

3.5 min Side Quarter + Collar Fitting

Counter Lining Sattao 1F + 1 H 2.5 min

Facing Satao + Ghujia Banana 1 F + 2 H 4.5 min

Vamp + Clothe Lining Pasting 1 F + 2 H 1.5 min

Collar+ Titkul Attachment Counter + Quarter Attachment

1F + 2 H 4 min

D. N. Facing Stitching

Collar Satao Stitching 4 min

Counter Bleed + Tongue Completed

1F+1H - 5min.

S. N Collar Stitching

Quarter Stitching Collar+ Quarter Stitching

4 min

S. N Clothe Stitching

+ Tongue Stitching 2 min

Cleaning 3H

USEFUL SUMMARY SHEET WITH NORMS

TIME STUDY SUMMARY SHEET

Department/ Division : Kanpur Section : Closing Product : UPPER Model : Article - 1278 Line No. :

Work Station : Nadeem Operation Description : Closing of the Elements Crew Size : H – 10, f – 6, M/m - 7

Machine Parameters : Double and Single Stitching M/c TYPE : Sewing of the Leather

Sl. No.

Element Description Observed Time ( Sec)

Freq ( in per cycles)

Basic Time ( Sec)

Total Allowance ( %age) ( Sec)

Standard Time ( Sec)

1 2 3 4 5 6 7 8 9

10 11

M/c Tongue Attachment(1278) M/c Final Upper Tongue(1214) M/c Counter stitching(1278) M/c Counter Attachment(1278) M/c Lining(1278) T-Finishing(1214) Quarter+Kanacher Bleed(1278) Tongue Pasting(1278) Quarter + Counter(1278) Final Bleed(1278) Cleaning + Marking(1214 +1278)

1.06 0.51 1.08 0.22 0.42

1.52 0.54 0.30 1.07

1/1 1/1 1/1 1/1 1/1

1/1 1/1 1/1

1.00 0.46 1.02 0.20 0.40

1.20 0.48 0.27 0.85

8 8 8 8 8 8 8 8 8

1.08 0.50 1.10 0.21 0.43

1.30 0.51 0.29 0.91

Elements Summary Element

Nos. Time ( Sec)

Total Standard Time for Operation ( a+b) ( Sec) Output per Cycle ( No) : Available Time per shift ( min) : Production Norms per shift : ( No. of pieces)

(a) M/controlled (b) Manual-Outside (c) Manual- Inside (d) Total Manual (e) Unoccupied Time

Operator Utilization (% age)

Time study Working SheetDept. - Date

Machine ParameterLine:2 Work StationProduct: Crew Size Operation

Sl.No.

Element Description

TimeAverage

O TRating Remark

T1 T2 T3 T4 T5

1

Pick the plastic bag & attach the packing machine & Filling the bag

2321.062322.1

22324.08 2322.42 90

2 Stitching the bag 1600.001600.0

81600.06 1600.04 100

3Pick the bag & place to another place

277.6 277.18 279.28 278.02 110

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5

6

7

TENTATIVE DIAGRAM ACCORDING THE WORK ING IN LASTING SECTION

CONVEY OR OF LASTING SECTION

Workstation - IX

Workstation - VIII

Workstation - I

Workstation - II

COUNTER MOLDING

TOE-LASTING Time – 6.82 sec

Delasting Time – 6.44 sec

Garari Time – 20.29 sec

Work station IV

Founding Time – 8.64 sec

Work station V

Heat Shutter

Work station VI Ruffing

Time – 10.25 sec

Work station VII Sole Press

Time – 17.16 sec

Work station - X Top up

Time- 21.25 sec Work station - XI Sheath Lasting Time – 6.54 sec

Without M/C Cleaning

Work station – XIV Chiller, M - 02

Work station III

Side Lasting Time – 13.65 sec

Starting Point

Rate of Production 1. 1101.8 pair / day

Total Manpower Active 2. 68 Person

Without M/C Marking

Without M/C PU

Without M/C Sole Wash

LEAN MANUFACTURING TECHNIQUES

7 QC TOOLS

KAIZEN (CONT. IMPROVEMENT)

VALUE ENGINEERING

PARETO ANALYSIS / ABC ANALYSIS

QC / TAGUCHI METHODS

CUSTOMER SATISFACTION MEASUREMENT

CONTINUOUS IMPROVEMENT

TOTAL QUALITY MANAGEMENT - TQM

5S

SIX SIGMA SCENARIO PLANNINGTOTAL PRODUCTIVE

MAINTENANCE - TPMRELIABILITY-CENTRED

MAINTENANCEPROCESS MAPPING PROCESS CHARTS

ANALYTICAL ESTIMATINGPREDETERMINED MOTION

TIME SYSTEMSQUALITY FUNCTION

DEPLOYMENTSMED

BASIC LEARNING ON PRODUCTIVITYBASIC LEARNING ON PRODUCTIVITY

Methodology of Productivity Improvement

In the Industry

INTRODUCTION WM is also used to set standard times to carry out

the work, so that any ineffective time is not included later.

Any addition the standard time would show up as excess time and thus can be brought to attention.

Since, standard times are set for all the activities through WM, it has earned bad reputation amongst workers.

Major reason for that has been the initial focus of the WM methods, which essentially targeted only the worker controllable ineffective times.

Management controllable ineffective times were ignored traditionally.

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STEPS IN MAKING A TIME STUDY

Obtaining and recording all the information about the job, the operator and the surrounding conditions, which is likely to affect the carrying out of the work.

Recording a complete description of the method, breaking down the operation into “elements.”

Examining the detailed breakdown to ensure that the most effective method and motions are being used.

Measuring and recording the time taken by the operator to perform each “element” of the operation. 42

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STEPS IN MAKING A TIME STUDY

At the same time assessing the effective speed of the working of the operative in relation to the observer’s concept of the rate corresponding to standard rating.

Extending the observed times to “basic times.” Determining the allowances to be made over and

above the basic time for operation. Determining the “standard time” for the operation.

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Breaking the job into elements

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An element is an distinct part of a specified job selected for convenience of observation, measurement and analysis.

A work cycle is the sequence of elements which are required to perform a job or yield a unit of production. The sequence may sometimes include occasional elements.

For each job, a detailed breakdown of the complete job into elements is necessary. Because….

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Reasons for breakdown of job

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To ensure that productive work (or effective time) is separated from unproductive activity (or ineffective time).

To permit the rate of working to be assessed more accurately than would be possible if the assessment were made over a complete cycle.

To enable different types of elements to be identified and distinguished, so that each may be accorded the treatment appropriate.

To enable elements involving high fatigue to be isolated and to make the allocation of fatigue allowances more accurate.

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