Safety management system - gladiator, safety system, safety precautions

1. Case study presentation
PROJECT - BACHAW
5th Chapter Convention on Quality Concepts
CCQC 2023 - Bhubaneshwar
TEAM- SAFETY GLADIATORS
TCPL-GOPALPUR

2. We are Tata Consumer Products
Integrated F&B company
with rich heritage of Tata,
aspiring for a larger share
of the FMCG World
In a Nutshell
Largest Salt brand in India 4th largest Tea brand in UK &
largest Tea brand in Canada
One of the largest tea brands
in India
4th largest R&G Coffee
brand in USA
Leading National brand
in Pulses in India
>2900 Employees
worldwide
INR12.5K Cr. consolidated
revenue in FY21 and current
market cap of ~INR 35k Cr.
Combined reach of over 200
million households, wide
distribution network of ~2.5
mn. outlets
#1 Natural Mineral Water
brand in India
Among the top 10 F&B
companies in India
#2 branded T
ea player
globally
INTRODUCTION
2

3. Geographic Presence
CANADA– 4%
UK &EUROPE – 12%
MIDDLE EAST <1%
USA – 16%
INDIA - 67%
AUSTRALIA– 1% CANADA
Tetley, Teapigs,
Tata Tea
Eight O’Clcck Coffee
INTERNATIONAL
UK & EUROPE
Tetley, Teapigs, Good Earth,
Tata Tea and Vitax
MIDDLE EAST
Tetley and Tata Tea
Tata Salt and Tata Soufull
AUSTRALIA
Tetley, Teapigs and
Good Earth
INDIA
Tata Tea, Tetley
Tata Salt, Tata Sampann, Tata Soulfull
Tata Coffee Grand
Himalayan, Tata Water Plus
and Tata Gluco+
TEA COFFEE LIQUID BEVERAGES FOOD
Consolidated Revenue:
INR 12.5K Cr.
Note: All figures shown on the map are a % of Consolidated Branded Revenue. Numbers are as on FY’21
USA
Tetley, Good Earth,
Teapigs and Tata Tea
Eight O’ Clock Coffee
INTRODUCTION
3

4. Our values draw from the Tata foundational values and support our FMCG
ambitions. The abiding principles of our company:
Empathy
Understanding every individual’s needs before
acting, respecting diversity of thought and the
value of collaboration for business
Integrity
Remaining fair, transparent, responsible and
ethical in our conduct; everything we do must
stand the test of public scrutiny
Agility
Being proactive, adaptive and quick to respond
to the market, while blending perspectives for
dynamic thinking
Excellence
Staying fully engaged and passionate about
delivering the highest standards for the
company and our own development
Ownership
Taking pride and initiative, holding ourselves accountable for our actions, and nurturing
the communities we work in.
Our Values
INTRODUCTION
4

5. Our Vision
To build better lives and thriving
communities
Our Mission
Passionately growing and
innovating every day
INTRODUCTION
5

6. Evolution of Tata Consumer Products
Tata Tea acquires Tetley Acquires Good Earth in
the USA
- Acquires Eight O’Clock Coffee in
the USA
- Acquires 33% stake in Joekels
Tea in South Africa
Signs Joint Venture with
Starbucks
-Invests in Mouth Everest Mineral Water,
which owns Himalayan Water
-Acquires Vitax, a well-known Polish tea
brand
- De-merger of the plantation business
Develops Nourishco through a
Joint Venture with Pepsico India
Tata creates alliance with
Indian tea giant James
Finlay to form Tata Finlay
Tata Global Beverages
is formed
- Tata Tea is born, James
Finlay is bought out.
- Tata Salt is launched.
Acquires Grand, a coffee
brand in Russia
Tata Sampann is launched
- Tata Cha – Out of Home Tea
Café is launched
- Tata Consumer Products is formed
- BuystheentirestakeofPepsiCoin Nourishco
AcquiresKottaramAgroFoods(KAF),
owner of the brand‘Soulfull
INTRODUCTION
Gopalpur PC
2021
6

7. Sustainability Initiatives
Tata Consumer
Products aims
to support
development
programmes for
1 million
community
members
Trustea spreads sustainable
agricultural practices to
500,000 workers
UNICEF’s Improving Lives
program to reach 250,000
beneficiaries
Project Jalodari to provide
water & sanitation for 25,000
community members in
Himachal andAssam
Affordable Healthcare for
100,000 persons in Munnar
andAssam
Extended Producer
Responsibility India for
10,000 tons plastic waste.
UK Plastics Pact – 100%
recyclable, reusable,
compostable by 2025
Tata Chemicals Society for
Rural Development
empowering 50,000 lives
Climate leadership
We are one of the 6 companies
in India on CDP A- list
Decoupling emissions
from growth
Carbon footprint decreased 30%
in 2010-19
Renewable energy
12% of the energy in production
from solar power
Carbon neutral
Himalayan for USA is certified
Carbon Neutral®
INTRODUCTION

8. Product Supply Organisation
DAM DIM 4%
KELLYDEN & NONOI
14%
HYDERABAD 16%
KOLKATA & SONAPUR
10%
GOPALPUR 10%
PULLIVASAL 9%
AURANGABAD 5%
INDORE 10%
SAMPLA 22%
11 Packing Units
INTRODUCTION

9. GOPALPUR Functions
ADMIN
Personal
Dept
Production
Maintenance
Quality
Management
Packaging
Material
Store
Engineering &
Consumables
Store
RawTea
Dispatch
FUNCTIONS
INVOLVED
INTRODUCTION
9

10. Cost
Safety
Delivery
Quality
Morale
Sustainability
Way of Working
INTRODUCTION

11. CIRCLE NAME:
INTRODUCTION
BACHAW
11

12. 12
NAME: GOPALPUR PACKETING CENTRE (TCPL-GOPALPUR)
Introduction to our Unit
Department – Maintenance Department
Unit Head – Mr. Dharma Saikia (TCPL)
Phone NO : +91 7024142024
Factory Manager – Mr. Anil Kumar Jamdagni (APPL)
Phone no : +91 9897598964
Production Manager: Mr. Manoj Kurmi (APPL)
Phone no : +91 9864137227
INTRODUCTION
Associate Manager – Manpreet Singh (TCPL)
Phone NO : +91 7896444502
12

13. Key Brand Packed At TCPL-GOPALPUR
13

14. 14
Introduction to
Name of LSC Team :
Safety gladiators
Unit: Gopalpur Packeting Centre
Attendance:6
Time of Meeting: 12AM- 1 PM
First Meeting:
7-Sep-2022
INTRODUCTION
Making Challenges Possible
14

15. 15
Members of team
INTRODUCTION
Mr. Dharma Saikia- Facilitator
Dilip Rout
Basudev Saran– Team leader
Subhojeet Benerjee
Ramesh Mondal

16. 16
ASSESSMENT BY DMAIC METHOD
16

17. 17
Introduction to the Problem
INTRODUCTION
Static charge eliminator was in ON condition,
as per OEM of machine while safety door was
in open condition in manual mode.
17

18. 18
INTRODUCTION
Introduction to the Problem
Blending silos
Packing machine Weigher Storage hopper Bucket elevator
Infeed conveyor
Mobile hopper
Problem area

19. 19
Type of Problem
Problems identified by Problem Bank
Instantaneous Problems
Problems Given By Management
INTRODUCTION
19

20. 20
Selection of the Problem
INTRODUCTION
• Static charge eliminator was in ON condition, as per OEM
of machine while safety door was in open condition.
• Probability of severe electric shock accident during
machine setting, belt cleaning.
20

21. 21
Selection of the Problem
Why is this problem selected?
INTRODUCTION
Safety of employee and worker is one of the major concerns of the TATA group
21

22. 22
Intimation and Permission from Unit Head
INTRODUCTION
22

23. 23
Milestone Chart
Sl No Activity
Week
Target
1 2 3
1 Defining The Problem
2 Measuring The Problem
3 Analysis of Problem
4 Improvement
5 Control
Name of LSC: BACHAW Place: Gopalpur PC
Facilitator: Mr. Dharma
Saikia
Leader: Basudev
Saran
Title of Project : To eliminate the
risk of accident
Reason For Selection : Problems given by
Management Members: Dilip Rout,
Suvojeet Benerjee,
Ramesh Mondal
Date of Beginning : 07-Sep-2022
No of Projects: 6
Meeting Time:
12AM- 1PM Date Of Completion : 27-Sep-2022
INTRODUCTION
23

24. 24
24
DEFINE

25. 25
High Level Flow Diagram
Horizontal
Sealing
Former Static
Eliminator
Vertical
Sealer
Roll
Loading
Bucket
Elevator
Weigher
Packing
Table
Take Up
Conveyor
Pouch
Printing
Mobile
Hopper
Blending
Silos
Problem Area
Infeed
Conveyor
Storage
Hopper
DEFINE

26. 26
Good Receipt
Unload
Materials
Store
Inspection Rejection
Process
Tea Blending
Draw the Blend
Unload Blend from the
machine
Re-Process / Reject
Inspection
Lay the Blend
Laminate Printing
Receive Laminate
Store the printed
laminate
Re-Process / Reject
Inspection
Laminate Printing
Tea Packing
Manual
Packing
Store
Inspection Rejection
Process
Packing & Dispatch
Move from
FG
Vehicle learning
Inspection Rejection
Process
Machine
Packing
Detailed Flow Diagram DEFINE

27. 27
Introduction to the Problem
INTRODUCTION
• During SKU changeover, belt cleaning, horizontal jaw cleaning and other
setting activities when door was opened static charge eliminator was in
ON condition in manual mode.
• The Human Machine Interface (HMI) had an options to ON/OFF the
static charge eliminator & can bypass the system.
• Only administrative controls were in place, so there was a need to
implement engineering control to ensure safety of the workers &
operators.
27
DEFINE

28. 28
VIDEO

29. 29
Impact DEFINE
1. Sevier Electric Shock.
28
2. Serious Burns.

30. 30
Monitoring and Reporting
Shift-wise Checklists were developed and Implemented to study the
effect of the problem in a phased manner:
The frequency of door opening during belt, horizontal jaw
cleaning and other setting activities were monitored to ensure number of
electric shocks that operator faced during the above mentioned activities.
DEFINE
29

31. 31
Check Sheet Developed for Data Collection
Check Sheet for Packing Machine Door Opening without Isolation
Doc No: GOLP/PCS/01
Revision No: 0
Date Shift Reason for Safety Door opening Checker
SL. No. Machine Number Operator Name Changeover Belt Cleaning Other Time of door opening Status Remarks
1
2
3
4
Signature with Date Verified by:
DEFINE
30

32. 32
Check Sheet for Data Collection
DEFINE
31

33. 33
Objective & Goal
1. To Eliminate the risk. 2. Zero accident.
32
DEFINE

34. 34
33
MEASURE

35. What is the problem ? Probability of severe electric shock accident
during jaw cleaning, belt cleaning & other
machine setting
Where is it occurring ? Nichrome Tea Packing Machine
When is it happening ? During jaw cleaning, belt cleaning &
changeover
Who noticed ? Production dept.
How was it observed ? Through daily observation of UA,UC &
NMI report
4W1H Analysis
In order to analyze the problem, the Quality Circle members worked on this concept by 4W1H method
MEASURE
34

36. 36
35
ANALYSE

37. 37
Cause and Effect Diagram
MAN
MACHINE
MESUREMENT
METHOD
Monotonous job
Lack of skill
Handling error
Less Alertness
Parameter Not
As Per Standards
Improper machine
setting
Lack of technical skill
SOP Not Followed
Frequent change of
specified operator
Lack of
training
Probability
of
severe
accident
during
machine
setting
was
high.
No interlocking of
static eliminator with
machine safety door
in manual mode.
Voltage
fluctuation
Tea feeding flow
Improper
supervision
36
ANALYZE

38. 38
Header Cause Sub Cause Remark
Man Monotonous job Less alertness Invalid
Man Improper supervision Handling Error Invalid
Man Handling error Lack of skill Invalid
Machine Parameter not as per standard OPL not followed Invalid
Machine Improper machine setting
Lack of technical
skills
Invalid
Machine
No interlocking of static with machine
operations in manual mode.
As per m/c design Valid
Method
Frequent change operator As per avaibility of
operator
Invalid
Method SOP Not followed
Frequent change of
specified operator
Invalid
Measurement Voltage fluctuation Invalid
Measurement Tea feeding flow
Improper mobile
trolley lever
opening
Invalid
37
ANALYZE

39. 39
Shortlisted Valid Causes
Cause No Cause Description Frequency
C1
No interlocking of static with machine
operations in manual mode.
Highly likely
ANALYZE
38

40. 40
Why-Why Analysis for Cause C1
ANALYZE
Static eliminator is on charged condition
while safety door was open
Design of machine in particular way as
per OEM in manual mode
Static ON/OFF option is available in HMI,
during safety door in open condition
Safety door was open due to jaw cleaning,
belt cleaning, changeover & other activities
Lack of awareness in hazard
identification & risk analysis
39
Getting Electric shock from static
eliminator

41. 41
Ultimate Root Cause ANALYZE
Lack of awareness
in hazard
identification &
risk analysis
40

42. 42
41
IMPROVE

43. 43
Brainstorming By Round Robin Method
By brainstorming, the following points of solution
were found:
• Install light.
• Connect static with door interlock switch in series
connection thus disabling door switch in the HMI
on machine during running/setting condition.
• Proximity sensor.
IMPROVE
42

44. 44
Solution 1
• Statement: Install light.
• Requirements: Light, relay, contactor, wire, cable tray.
• Costing: Rs. 5700/-
• Additional Problems:
IMPROVE
43

45. 45
Solution 2
• Statement: Connect static with door interlock switch in series
connection thus disabling door switch in the HMI on machine
running/setting condition.
• Requirements: 3 numbers of 8 pin relay
• Costing: Rs. 1470/- (Rs. 490/- per relay)
IMPROVE
44

46. 46
Solution 3
• Statement: Install proximity sensor
• Requirements: Proximity sensor ,wire, SS plates
• Costing: Rs. 1500/-
• Additional Problems: It can be easily bypassed with a metal
part, Modification need to be done( Welding /drilling ) on
machine.
IMPROVE
45

47. 47
Decision
IMPROVE
Connecting static with door interlock switch
in series connection thus disabling door
switch in the HMI on machine during
running/setting condition.
46

48. 48
PDCA Cycle for Developing Solution
IMPROVE
47

49. 49
Plan
We followed the hierarchy of control pyramid
Not Possible
Not Possible
Available
Need to be done
Available
IMPROVE

50. 50
Plan
Sl. No Activity Responsibility Time Period
1 Site Visit Basudev Saran 7-09-2022
2 Design Santosh Sahu 08-09-2022
3 Measurement Dilip Rout 08-09-2022
4 Drawing Approval Dharma Saikia 09-09-2022
5 Collection of Materials
Santosh Sahu
15-09-2022
6 Connections Dilip Rout 16-09-2022
IMPROVE
48

51. 51
Do
Drawing Prepared
IMPROVE
48
BEFORE AFTER

52. 52
IMPROVE
49
Do
DRAWING APPROVE

53. 53
Material Collected
IMPROVE
The requirement was only for series connection of the relay with machine
door interlocks. So relay was purchased from local vendor.
50
Do

54. 54
Checked as per Drawing
All inspections was done as per drawing to ensure the specifications of the
system and the implementation of the system as planned.
IMPROVE
51
Check

55. 55
All connections of the 8 pin relay were done as per drawing in a series to
interlock the static eliminator with safety doors
IMPROVE
51
Act

56. 56
Cost of Implementation
IMPROVE
Approximate cost to be at Rs. 1500/-
for 3 Nichrome machines.
52

57. 57
Permission from Unit Head for Trial
Implementation
IMPROVE
53

58. 58
Schedule for Trial Implementation
Sl No Activity Time Period
1 Final Connection 16-09-2022
2 Checks to be conducted 16-09-2022
3 Start of trial 17-09-2022
4 Data collection and monitoring 17-09-2022 to 20-09-2022
5 Discussion of observations EOD EVERYDAY
6 Final discussion of observations 27-09-2022
IMPROVE
54

59. 59
Responsibility Shared Chart
Sl. No Activity Responsibility
1 Final Connection Dilip Rout/ Santosh Sahu
2 Periodic Checking Basudev Saran
3 Data collection Dilip Rout & Basudev Saran
4 Documentation Basudev Saran
5 Overall Supervision Dharma Saikia
IMPROVE
55

60. 60
Implementation- 1 IMPROVE
Connect 8 pin relay in series connection with safety
door sensors to disabling the static eliminator while
door open

61. 61
Regular Implementation
Regular implementation was started following trial run and was finally
planned from 27-09-2022 onwards.
IMPROVE
57

62. 62
Result
As per our goals:
• Zero Accident has been achieved in last 1 year.
• Zero Unsafe Condition
IMPROVE
59

63. 63
Intangible Benefits
• Eliminate the Chances of Accident .
• Improvement in Employee Morale due to less UA & UC
• The automatic operation requires minimum human intervention.
• Accomplishment through teamwork.
• Great Learning Experience.
IMPROVE
58

64. 64
60
CONTROL

65. 65
Check Sheet for Standardization CONTROL
62

66. 66
Comparative Milestone Chart
Sl. No Activity
Week
Target
1 2 3
1 Defining The Problem
2 Measuring The Problem
3 Analysis of Problem
4 Improvement
5 Control
Planned
Actual
CONTROL
61

67. 67
Summary of the tools used in each step
Sl. No Activity Tools Used
1 Define
High level flow diagram, Detailed flow
diagram, Check sheets
2 Measure 4W1H analysis
3 Analyze Cause and effect diagram, Why-why analysis,
4 Improve Responsibility shared chart
5 Control Comparative milestone chart, Check sheets
36

68. Thank You
65