.

Belt : - Somrita GhatakMBB : - Amol NatuSponsor : - Parag P PawarProcess Owner : - Sriram Srikantan

Reduction in Ergonomic Risk to facilitate Gender Diversity Improvement from 7% workstations to 14% Work Stations in KV Cylinder Block Line without affecting Quality & Productivity

2

Project Tracker

Define Phase

2

Reduction in Ergonomic Risks to facilitate Gender Diversity Improvement from 7% workstations to 14% workstations in KV Cylinder Block Line without affecting Quality & Productivity

1. Oil Gallery SPM- Ergo Risk 27 to be reduced to 102. Semi Finish Cam Bore- Ergo Risk 21.6 to be reduced to 103. Bush Press SPM- Ergo Risk 30 to be reduced to 104. DMG- Ergo Risk 14 to be reduced to 105. MHI- Ergo Risk 12 to be reduced to 106. Top Deburr Work Station- Ergo Risk 12 to be 10

Def

ine

Pha

se Project Title

1.Define 2.Measure 3.Analysis 4.Improve 5.Control

Reduction in Ergonomic Risks to facilitate Gender Diversity Improvement from 7% workstations to 14% workstations in KV Cylinder Block with out affecting Quality & Productivity

Objective :

Benefits :

Project Team :

Schedule :

5

1. Creating right environment

Belt : Somrita Ghatak

Team members : Dinesh R Kamthe, Sameer C Bhilare, Milind V Bhagwat, Neeta N Chavan, Sandeep V Sadaphal,

Dyaneshwar J Dhamal

Sponsor : Parag P PawarProcess Owner : Sriram Srikantan

Controller : Soma GhoshMBB : Amol Natu

Def

ine

Pha

se Project Description

6

Grow to Rs 2544.9 Cr. with 20.3% PBIT in

2015

LeverageComplementary

Businesses

1. Become Excellent in Customer Support

Seek Profitable Growth

Relentlessly Pursue Cost Leadership

IncreaseShareholder

Value

4. Achieve Supply Chain Excellence

1. Deliver and exceed 2015 AOP2. Execute capital projects on time

6. Achieve Low Cost Provider Status

1. Achieve cost savings through ACE IV(direct material savings)2. Hit Supply Chain improvement (AsCENT) and cost reduction targets for 2015

3. Achieve zero defect processes (AMAZE)4. Achieve operational excellence through (APEX)

Great Placeto

Work

StrategicPrinciples

CommonCritical Initiatives

IEBU Critical Initiatives/ Projects

1. SBP and FPC functional excellence2. Implement ASCP by mm/yy and WMS at PHP , evaluate mobile Supply chain

3. Deliver and develop QSK 23 for all Industrial applications, ramp up Q 23 conrod exports4. Take gross turns to 6 for 2015, PFEP target-

1. Create excellent leaders by deploying leadership programs (BSO, LCS) & extending sponsored education (MBA, M.Tech)

2. Create & drive high performance culture through robust PMS & ODR3. Grow the leadership pipeline with respect to diversity

4. Functional excellence for Product planning, VPI, SCM, Manufacturing and Quality5. Focus on resource planning for A list projects

1. Excel in PQC2. Leverage Synergies – CSE, Integrated Account Management & End User Management

3. Defend Existing Customers by improving customer satisfaction and ensure better management of PGU, Exports & Parts

4. Reduce warranty cost by 5% over 2014 warranty cost 5. Differentiate between process and planning for project ad product business

6. 50% reduction in BIS - , ELF ,

7. Invest in Leadership Development and

People

2. Develop a Growth Mindset

1. Capture Adjacent Markets- Defense- Cr & Gas- Cr2. Excel in VPI, VPC, parts exports- Q 23, Q60, Q19 wrt timeline and cost targets

3. Product Planning for new Emissions (Industrial– 2016; Powergen – 2017) – Engine and Emission Solutions ; Launch Fit for Market products on time

4. Drive growth in Marine - Cr & construction- Cr and defend rail- Cr and compressor- Cr5. Plan and deliver IEBU WIN initiatives of 5-1-0

Objectives

5. Meet Long Term Financial Targets

1. Execute Safety and environment initiatives to deliver world class performance2. Improve safety behaviors at all low performing sites

3. Improve contractor safety4. Achieve safety target – and Enviroinment target -

5. Foster an open, safe & inclusive environment

8. Become World Class in HSE

Create the Right Work

Environment

9. Embed Corporate Responsibility into our

Business

1. Support and measure leadership teams on engagement in community leadership projects (through 5 IEBU leader led projects)

2. Drive company-wide initiatives: CCEW, Zero Garbage, etc.

3. Move from Multinational to Global 1. Ramp-up the Q60 production for exports

2. Leverage India sourcing and low cost production for global markets

First Choice of Customers

Achieve Zero Defect

Lead in Critical Technologies

Def

ine

Pha

seIEBU Goal Tree

Cummins Operating System - 10 Practices

Put the customer first, and provide real value

Synchronize flows (material,

physical and information)

Design quality in every step of the process

Involve people and promote

teamwork

Ensure equipment and tools are available and

capable

Establish the right

environment

Create functional excellence

Treat preferred suppliers as

partners

Follow common problem solving

techniques

Use Six Sigma as the primary process

improvement method

Def

ine

Pha

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1. Does the Sponsor have responsibility for the problem being addressed ?

Yes No

2. Is the Process owner involved in Project definition and evaluating Baseline ?

Yes No

3. Can the project be completed in 4 to 6 months? Yes No

4. Will the belt be able to spend @ 20% of time on this project ?

Yes No

5. Which is/are the key Business Goals that the project impacts the most ?

Elaborate, in brief – Recruit & develop Diverse high Caliber work force

6. What is the likelihood of success? High Low

7. Impact of this project on Customer satisfaction(Customer for the process being improved)

High Low

8

Def

ine

Pha

se Project Selection Filters

9

• .One of Shop operation’s key initiatives aligned with IEBU critical initiatives

“Facilitate gender diversity improvement in Shop operations”• Scope of this Project shall be work stations in KV

cylinder block line

Def

ine

Pha

se

1. Oil Gallery SPM- Ergo Risk 27 to be reduced to 102. Semi Finish Cam Bore- Ergo Risk 21.6 to be reduced to 103. Bush Press SPM- Ergo Risk 30 to be reduced to 104. DMG- Ergo Risk 14 to be reduced to 105. MHI- Ergo Risk 12 to be reduced to 106. Top Deburr Work Station- Ergo Risk 12 to be 10

Why this Project?

• Project Scope Identification

• Baseline Calculation & Target setting

• Belt, Sponsor & Team formation

• Establish stake holders for VOC

Define

• Risk assessment verification

• VOC • Types of m/c

data collection

Measure

• Machine categorization

• Top Risk score• Proposal

Evaluation and development

• Ergo requirements

• Idea generation on selected machine

Analysis

• Develop solution design

• Implementation on identified machines

• Pilot implementation

Improve

• Update work instruction & RA with improvements

• Maintenance• Training

Control

Jan,15 Feb,15

Mar,15

Apr,15

p p p p

Road map for Reduction in Ergonomic Risks to facilitate Gender Diversity Improvement from 5% workstations to 14% workstations.

Def

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05/02/2023 Cummins Confidential11

Solution Strategy

• Ergonomic Job Hazard Survey to identify improvement opportunity on 20% Work stations to deploy female operator to achieve at least 14% Woman-Friendly Work Stations in KV Block, BU-01 by Q3 2015

• Calculation of Ergonomic Job Hazard Score on the Machines/ Work Stations identified by Ergonomic Job Hazard Survey

• Certify Work Stations/ Machines to be woman-friendly on the basis of BRIEF/BEST/NIOSH Study

• Find out the Key contributors to Ergo hazard for the work stations showing high Ergo Risk (>20)

• Conduct various trials to reduce Ergo Risk• Implement action to reduce Ergo Risk at identified points• Budgetary proposal for points where trials have not resulted in the

reduction of Ergo risk• Approval of Budget

Initiate procurement of Final solution and implement

Def

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Measure Phase

2

13

Brief Details of Ergo Risk Score Measuring Tool

• Human-Tech is a Cummins Authorized System to evaluate Job Ergonomic Hazard Score

• Brief-Best Score evaluation records 5 Types of causes (Posture, Force, Duration, Frequency & Physical Stressors) of Ergonomic Risk to Operator

• Final Job Hazard Score is calculated on the basis of Time Exposure on Job per Week and it indicates Ergo Risk associated with the Job

BRIEF & Best Survey Data Collection Sheet

Mea

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05/02/2023 Cummins Confidential14

Base Line Data

Scope of the ProjectWork Stations with Lower Job Hazard Score is having lesser Ergonomic Riski.e. Easily convertible to Woman-friendly work stations

Mea

sure

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Machine Name Ergo Risk Score TargetOil Gallery SPM 27 <10S/F Crank Bore SPM 21.6 <10Bush Press SPM 30 <10DMG 14 <10MHI 12 <10Top Deburr W/S 12 <10

• Total number of work stations in KV Block, BU-01- 44

• Currently woman friendly- 7% (Top Milipore, Inspection, Clearance)

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Process Mapping

50K Bird Eye ViewMea

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Process Mapping

5K View

Mea

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Process Mapping

5K View

Contd.M

easu

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hase

Mea

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C & E Matrix

C & E Break Point- 50

Mea

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FMEA

FMEA Break Point- 100

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Key Inputs from FMEAM

easu

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3 Critical Input Variables

Found Critical X’s

All X’s

1st “Hit List”MEASURE

ANALYZE

• Process Maps

• C&E Matrix• Failure Modes and

Effects Analysis

Funneling Effect after Process Mapping

42103

Mea

sure

Pha

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Analysis Phase

2

Translation

Establish :Voice of Cust./

Voice of Biz

AnalyseRequirements

RedesignProcess

SolutionDesign/

Development

Extract Images &

Voices

Requirements KJ

Image KJ

Experience Stakeholders World

Xform & Prioritise requirements Generate & select concepts Trial solution

05/02/2023

Process Redesign Road MapA

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hase

05/02/2023

Stake Holders SelectionA

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Objective – To understand the requirements of stake holders with respect to ergonomics while ensuring Safety, Quality and productivity.

The KJ was performed on GEMBA to understand the requirements in details through a questionnaire.

Internal Stake holders Production associate Quality manager Production manager Process Manager

05/02/2023

Requirement KJA

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05/02/2023

Questionnaire prepared considering three parameters viz Height of workstation, weight of part, reach of part

Requirement gathering through QuestionnairesA

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hase

Wrist aches after tightening cartridge in S/F

Stress felt after Insert change on S/F Cam Bore

Issue in horizontal reach for switched of spindle on S/F Cam Bore.

Bush Press Machine Bar doesn’t work in Auto, until a certain distance.

Pain on shoulder for carrying Alignment Bar on shoulder

No Material handling provision for Functional Gauges on Oil Gallery

Very risky to climb stairs while too change on Oil Gallery. No proper support.

Material handling difficult as very heavy functional gauge on Oil Gallery

Bending causes discomfort while lifting alignment bar

Heavy Gauges are to lift for every job

Single person can’t handle functional gauges on Oil Gallery

Very Heavy Alignment Bar causing Back Pain on Bush Press

05/02/2023

Requirement KJ

Forklift thrashes with the Machine platform, difficult to stand, no railings

Alignment bar is too heavy to carry

Bush Pressing bar in machine doesn’t go inside without manual pushing

Storage of alignment bar is below waist level, causing uncomfortable bends

Person may fall down if forklift thrashes with platform of S/F Cam Bore

Wrist aches after tightening cartridge in S/F

Bush Press Machine Bar doesn’t work in Auto, until a certain distance.

Bending causes discomfort while lifting alignment bar

Single person can’t handle functional gauges on Oil Gallery

Very Heavy Alignment Bar causing Back Pain on Bush Press

Forklift thrashes with the Machine platform, difficult to stand, no railings

Alignment bar is too heavy to carry

Bush Pressing bar in machine doesn’t go inside without manual pushing

Ana

lyze

Pha

se

Tools weight is too heavy to carry to machine

Very heavy tools to be carried to machineHeavy tool changing activity

28

Ana

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29

Ana

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30

Ana

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31

Ana

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Key Contributor: 1. Tool Change Activity- Step 3 Action: To be done by CSE Point Leader

Key Contributor: No Major Finding of Ergonomic Risk

Key Contributor: 1. Tool Change Activity- Step 3 Action: To be done by CSE Point Leader

Requirement KJ

Modify Oil Gallery SPM, S/F SPM, Bush Press SPM, DMG, MHI, Top Deburr Work Station in such a way that employees

will not face any ergonomic issue while working.

Ana

lyze

Pha

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DMG

MHI

Top Deburring Work Station

1. Machine Training required of Female Operator

Ana

lyze

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Fitness to Standard

Fitness to UseFitness to Latent Requirements

“Taken for Granted”

Types of Needs:1 – Fitness to Standard (Must Be)2 – Fitness to use3 – Fitness to Latent Requirements

Condition

Dissatisfied Feeling

Physically Fulfilled

(Need is met)

"One-Dimensional" Q

uality

“Competitive”the more the

better

(Need is not met)

“Surprise & Delighters”

Satisfied Feeling

Weight To be reduced of Gauges used in Inspection in

Oil Gallery

Bush Pressing Bar very tight for movement

Bush Press Alignment Bar handling provision to be done

& weight to be reduced

Horizontal reach issues on S/F Cam Bore

Material handling provision to be made for Functional Gauges

of Oil Gallery

Alternative option for Tool Change

Training of the female operator

KANO Model

34

Sr. No. Machine Name Actions Identified Responsibility Target Date Status

1 S/F Cam Bore SPM Switch Position to be changed to improve horizontal reach

Somrita 15-07-2015 Planned on 5/07/2015

3Jib Crane & Air Balancer assembly to be provided for handling of Functional Gauge

Somrita 31-07-2015Quotation received

4 Weight reduction of Functional Gauges Somrita 31-07-2015 Design In Progress

6 Weight Reduction of Alignemnt Bar Somrita 31-07-2015TDR released to Tool Room

7 Easy handling provisioin of Alignment Bar Somrita 31-07-2015 Quotation received

8 Modify Bush Pressing Bar Somrita 31-07-2015Feasibility to be checked

9 Arrange alternate plan for Heavy Tool Change activitySomrita 30-06-2015 Completed10 CNC Machine Training of the female opertaor Somrita 31-07-2015 In Progress11 Arrange alternate plan for Heavy Tool Change activitySomrita 30-06-2015 Completed12 CNC Machine Training of the female opertaor Somrita 31-07-2015 In Progress13 Top deburr Work StationTraining of the female operator Somrita 31-07-2015 In Progress

Oil Gallery SPM

Bush Press SPM

DMG

MHI

Ana

lyze

Pha

se Action Plan to achieve 20% Woman-friendly Work stations to deploy female operator against target of 14% Woman-friendly Work Station in KV Block, BU-01 by Q-3 2015

Improvement Phase

2

36

Impr

ovem

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37

38

Why Yellow Closure?

Late receipt of Quotations from Various Suppliers

Delay in Raising RFA

Delayed Procurement of Materials required

• Major Reason: Delay in submission of RFA• Required Budget Summary: ~11 Lacs Against AOP approval of 25

Lacs for Human-Tech deployment• RFA Raised on: 07/08/2015• Current Status of RFA: RFA Approved on 18/08/2015• Target Date for Green Closure- Q1, 2016

Root Cause Analysis for Yellow Closure

Please follow next Slide for machine wise Details of delayed implementation of action plan

Impr

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Why?

Why?

39

Machine Wise Details for Delayed Implementation of Action Plan

Impr

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Target Completion Date for Green Closure: Q1, 2016

Control Phase

2

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Final FMEAC

ontro

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Control PlanC

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THANK YOU