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Cultural Change in AMM Factory - Alfa Laval India
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Cultural Change in AMM Factory - Alfa Laval India

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  • 1. Lean Kaizen Mela 20135S…Cultural change in AMM factory.What is it?5S is one of the cornerstones of Lean Basis of a visual factory Fundamental to Total Productive Maintenance Sort Set Shine Standardise Sustain“Lean is doing the right thing at right time, in rightquality and right quantity with using minimumresources.”Messy Factory 5 S Manufacturing Laboratory
  • 2. Lean Kaizen Mela 2013A global company…Alfa Laval is a leading globalprovider of specializedproducts and engineeredsolutions.Creating the best heattransfer, separation and fluidhandling technologies in theworld for a 130 years, AlfaLavals products and solutionsare used in such areas as foodand watersupply, energy, environmentalprotection andpharmaceuticals.
  • 3. Lean Kaizen Mela 2013We serve most industries…BiofuelsBiotech and pharmaceuticalChemicalsCrude oil refineryEngine and transportFluid powerFood and beveragesHVACIndustrial fermentationLatexMachineryMarine and dieselMetal workingMining and mineralprocessingOil and gasPowerPulp and paperRefrigeration and air-conditioningSemiconductor systemsSteel and coke oven gasSugarWastewater treatment
  • 4. Lean Kaizen Mela 2013AMM Product Folio…We are specialized inCIP SOLUTIONS(CIP200,CIP400,CIP800,CIP1800,CIP2800)CLARA MODULES (CLARA 15, CLARA 20, CLARA 80, CLARA 200, CLARA 250)BREW (80,BREW 250,BREW 301)PX (PX30,PX55,PX65,AFPX810)MIXERS (MX 60,MX80,MX90,MX100)STERILISERSPASTURISERS & PREHEATERSALDOX & CARBOBLEND,VISCOLINE (VLA/VLM/VLC)
  • 5. Lean Kaizen Mela 2013CIP modules & mixersCIP MODULEMIXER MODULE
  • 6. Lean Kaizen Mela 2013Sterilizers & Aldox and CarboblendSterilizersAldox and Carboblend
  • 7. Lean Kaizen Mela 2013Separator Modules…CLARA 20 MODULECLARA 80 MODULECLARA 200 MODULEMBPX 810 MODULEPX MODULE BREW MODULE
  • 8. Lean Kaizen Mela 2013Vision!!Operations India is the 2ndmanufacturing region, by 2013 the first inestablishing the ALPS to achieve WorldClass Performance5S is the core of the system.Objective!!5S Implementation throughCultural Change.
  • 9. Lean Kaizen Mela 2013Journey started…in Nov 2010
  • 10. Lean Kaizen Mela 2013Methodology…Awareness& TrainingWorkshopsZonesFormationDaily 10min 5SWeekly 1hour 5SInternalweeklyAuditGap Analysis Action ImplementationReward &Recognition
  • 11. Lean Kaizen Mela 2013Working zones…
  • 12. Lean Kaizen Mela 2013Gap Analysis…
  • 13. 13Before Kaizen After KaizenProblem Action ResultUnsafe gang way andunwanted material lying onshop floorUnwanted material removed andPlace For Everything And Every usefulthing in Its PlaceSafe gang way for manualmovement no unwanted materialon shop floorKaizen Improvement
  • 14. 14Before Kaizen After KaizenProblem Action ResultWhile operating corrugation m/cone extra man needed for start& stop m/c & also wasting extratime & motionBy fixing remote switch forcorrugation m/cUsing remote switch only one manoperating m/c which saving time manpower & motionKaizen Improvement
  • 15. 15Before Kaizen After KaizenProblem Action ResultTo much time to search thetools likegrinders,hammers,faceshieldSystematic arrangement done As shownKaizen Improvement
  • 16. 16After KaizenProblem Action ResultTo much time to search thetools likegrinders,hammers,faceshieldSystematic arrangement done As shownKaizen ImprovementAfter Kaizen
  • 17. 17Before Kaizen After KaizenProblem Action ResultHeavy water spillage on shopfloor during testingDischarge sump fabricated As shown, hoses connected to drainagedirectly.Kaizen Improvement24/08/2012OWNER:-S CHOUGULE, S KAMBALE
  • 18. 18Before Kaizen After KaizenProblem Action ResultDust & burr goes on facebecause so much gape betweenface & shield from downside alsoshield goes upWhen operator saw downBy making changes onunbreakable shield fix downsideguard & also fix ribbon todownside guardFace shield proper fitted so no dust & burrgoes on face also extra ribbon fitted to newdown guard because of this face shield notmoving from faceKaizen ImprovementOWNER:-Mahendra Chougule21/01/2013
  • 19. 19Before Kaizen After KaizenProblem Action ResultFor VLC,VLM jobs no properarrangement for testing, grindingflaring, assembly ,pickling &transporting which occurs scratchmark, wastage of time & bad quality ofjobsBy making multipurpose trolley By using of trolley easy for testing, grindingflaring, assembly ,pickling & transporting whichreduced wastage of time & good quality of jobsbecause no scratch mark found on jobsKaizen Improvement
  • 20. 20After KaizenProblem Action ResultVLA mala foods one job needssix bends & twelve weld joint toone coupleBy bending a pipe saving cost& manpowerBy bending a pipe saving six bends &twelve weld joint to one couple. we aremaking three couple like this which savemanpower welding joints & also goodlookingKaizen Improvement
  • 21. 21Before Kaizen After KaizenProblem Action ResultNo Specific arrangement for storage ofCIP200L Tank.Tanks getting scratch mark & alsogetting damagedNot safe for handling & travellingBy making a fixture By making a fixture reduces wastage of place alsoimprove in quality because not tanks not gettingdamaged & not found any scratch mark on itSafe for handling & travellingKaizen Improvement
  • 22. 22Before Kaizen After KaizenProblem Action ResultHand injury occurs whiletungsten rod grinding on benchgrinderBy providing safety guard forbench grinderNo hand injury occurs because of latestadjustable guard for bench grinderKaizen Improvement OWNER :- Mahendra Chougule & prakashsalunkhe02/03/1013
  • 23. 23Before Kaizen After KaizenProblem Action ResultShell tapping was risky because nospecific arrangement for holding shell.Shell was holding by handsChances of hand injury is more wastageof time is more wastage of manpowerfoundBy making a fixture Safe because shell not needed to hold & chances ofinjury is less wastage of time is lessNo extra manpower needed fixture make in a baseframe which not needed extra spaceKaizen Improvement
  • 24. Lean Kaizen Mela 2013Improvement photographs…
  • 25. Lean Kaizen Mela 2013Who benefits…Earlier5S only workshop activityIt is not possible in fabrication lineLaterImproves health and safety• Creates a better environment• Items are easier to find, saving time• Less irritation when you can find items easily• Less conflicts with colleague’s because items can be found easily• Improve morale and teamwork• Gives ownership to us• Puts tools at point of use• Less tired at the end of the dayEmployees Statements from Alfa Laval 5S Sites
  • 26. Lean Kaizen Mela 2013Celebrations…
  • 27. Lean Kaizen Mela 2013Appreciation news on Share…
  • 28. Lean Kaizen Mela 2013Appreciation news on Share…
  • 29. Lean Kaizen Mela 2013THANK YOU…