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Success story of Carrier Engineers, an SME Cluster Member of CII

Sharing herewith the success story of Carrier Engineers, an SME Cluster Member of CII. For more information about CII Cluster Initiative, please contact sujith.haridas@cii.in

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Success story of Carrier Engineers, an SME Cluster Member of CII

  1. 1. 1 CARRIER ENGINEERS PVT. LTD. Corporate Office :- Plot No. 21, Sector-27A, Faridabad – 121003 Haryana (India) Phone : 0129 4101673-74 Email : carepl@airtelmail.in, Web : www.carrierengineers.com Presentation On SUCCESS STORY
  2. 2. 2 • Established in year : 1995 • No. of Employees : 120 • Products : High Pressure Hydraulic Fittings & Transmissions Components. • Production Facilities : (In-House) Band Saw Cutting Rough Turning CNC Turning VMC Machining Cylindrical Grinding Straightening Induction Hardening Automation Drilling Crimping & MPI Testing JCB India & United Kingdom CLAAS India, Germany & France Terex Equipment Pvt. Ltd. Telco Construction • Key Customers : Unit - I Unit - III Unit - II Export – 30% Transmission – 35% Agriculture – 30% Others – 5% Company Profile
  3. 3. 3 Problem Identification 62.0% 3.0% 87.5% 10.8% 72% 22 Nos./Year 5.1% 52 Hrs./Mc 18% 0 10 20 30 40 50 60 70 80 90 100 Product Efficency Quality(In- house) Delivery Absenteeism Awarness Complaints Rework M/c Breakdowm (Hrs.) Non Value Activity 2009 Awareness
  4. 4. 4 Productivity:- Productivity was low so we have installed more machines but we were not able to achieve 100% Delivery.  Process Time:- More Process time required due to lack of knowledge of advance technique & process capability study. Absenteeism :- Absenteeism was high as our workforce was plagued with Low Morale.  Awareness :- Low awareness in our employees for better working culture & continuous improvement.  Rejection/Rework :- Rejection & rework was high as our operators were lacking proper training. Breakdown:- Breakdown was high due to improper monitoring.  Wastage :- More wastage due to not aware to control Non Value Activity & various types wastage i.e. Oil, Air, Water, Coolant, Energy etc. Before Joining Cluster Program
  5. 5. 5  One of our Major Customer M/s JCB India Ltd. Started a Cluster Program with CII (Confederation of Indian Industry) and they have selected us as one of the participant in that Cluster Program .  Our 1st visit was held on May- 2010 & Our mentor Mr. Amit Sanghvi (CII) describe the lot of scope for improvements in our organization. On that day our mind set has been change drastically . Inspiration of Journey
  6. 6. 6 Activities started during JCB CII Cluster Program & create Seven Zones with their Zone Leaders
  7. 7. 7 Distinctive TEI Initiatives All activities started during JCB CII Cluster Program  CEO Weekly Contact Program for Operators  In-house Training  Suggestion Day Celebration  Kaizen Day Celebration  Best Working Culture Development  Quality Forum Activity  KENT RO Drinking Water  Safety Awareness Activities  Talent Development Program  Reward & Recognition  CEO Monthly Gate Meeting
  8. 8. 8 Distinctive TEI Initiatives All activities started during JCB CII Cluster Program KENT RO Plant CEO Monthly Address Gloves used for Safety In-House Training Facility Self Safety Culture
  9. 9. 9 Safety Culture Develop Safety Instruction Safety Goggles & Apron Safety Gloves Fire Extinguisher (210 Accident Free Days From Jan-2012 to till date )
  10. 10. 10 CEO Gate Meeting Program Distinctive TEI Initiatives
  11. 11. 11 CEO Weekly Contact Program for Operators Distinctive TEI Initiatives
  12. 12. 12 Birth Day Celebration of Employee Distinctive TEI Initiatives
  13. 13. 13 Distinctive TEI Initiatives Best Suggestion Award Celebration of Employee
  14. 14. 14 Distinctive TEI Initiatives Best Kaizen Award Celebration of Employee
  15. 15. 15 Initial Cluster Program Organize on 13-04-2011
  16. 16. 16 Initial Cluster Program Organize on 13-04-2011
  17. 17. 17 Advance Cluster Program Organize on 25-06-2012
  18. 18. 18 Advance Cluster Program Organize on 25-06-2012
  19. 19. 19 Improvement Journey During Cluster Program  ONE Gms. RM Saving Project – : 266 Kaizen Implemented & Saving per year Rs. 2.23 Lacs.  ONE Sec. Cycle Time Saving Project – : 478 Kaizen Implemented & Saving per year Rs. 3.65 Lacs.  Reduce Setting Time Project (SMED) – : 321 Kaizen Implemented total saving per year Rs. 4.28 Lacs.  Cutting & Hydraulic Saving Project – : 28 Kaizen Implement total annual saving Rs. 0.71 Lacs.  Energy Saving Project – : 51 Kaizen Implemented total saving per year Rs. 0.63 Lacs.  Loading/Unloading Time Reduce Project – : 249 Kaizen Implemented & Saving per year Rs. 1.24 Lacs.  Quality Improvement Project – : 342 Kaizen Implement & total saving Rs. 2.72 Lacs. per year.  WIP Process Time Reduce Project – : 41 Kaizen Implemented and total saving Rs. 1.56 Lacs. Per year  Process Time Reduce Project – : 356 Kaizen Implemented & Saving Rs. 3.6 Lacs. Per Year
  20. 20. 20 CEPL KAIZEN TREE
  21. 21. 21 AFTER Converted into Slot type forging – Raw material required 320 Gms/Pc 86 Sec. Processing time required . Total Benefit Achieved (Raw Material + Cycle Time Reduce) = Rs. 2.32 Lacs Per Year BEFORE  Use Flat Type forging – Raw Material required 380 Gms/Pc  140 Sec. processing time required for Slot cutting. 380 320 0 50 100 150 Before After Forging Weight 140 110 0 50 100 150 Before After Cycle Time ( Sec.) 1 Gms Saving Project – Forging Process Improvement TOTAL KAIZEN IMPLEMENTED – 197 Nos.
  22. 22. 22 AFTER  Chuck mounted on Rotary Table converted into Horizontal Milling process. Benefit Achieved Reduce process Time Rs. 3.65 Lacs BEFORE  Low Productivity & more Loading / Unloading time required due to Vertical Milling Process. One Second Saving Project - Productivity Improve Horizontal Deployment in Three Components TOTAL KAIZEN IMPLEMENTED – 378 Nos.
  23. 23. 23 Employees at all levels are effective problem-solvers and are able to utilize Root Causes Analysis and Corrective Action to solve many operational challenges. Such efforts support the continuous improvement process and have become a routine part of everyone's job function. Problem-Solving Capability Best Manufacturing Practices
  24. 24. 24 PERFORMANCE INDICATORS SUMMARY S. No. Key Indicator Name UOM Jun-2010 Jun-2012 1 Customer Complaints Nos. 8 1 2 Customer Return PPM 297 67 3 In-Process Rejection PPM 3759 1132 4 Inventory Turnover Ratio (ITR) Ratio 16.9 24.5 5 VAPCO Ratio 3.8 5.7 6 Delivery Schedule Adherence % 93.9 100 7 Machine Breakdown Hours Hrs. 337 87 8 Absenteeism % 11 2 9 Employee Involvement in Kaizen % 34 95.3 10 Sales Turnover (Month Wise) In Cr. 0.88 1.61
  25. 25. 25 Major Achievements During Cluster Program Best Quality Award From Our Esteemed Customer JCB on 09-12-2011
  26. 26. 26 Best Quality Improvement Award From Our Esteemed Customer JCB on 20-09-2011 Major Achievements During Cluster Program
  27. 27. 27 Certification of CII Yr. 2011 Major Achievements During Cluster Program
  28. 28. 28 For sparing your valuable time Our Journey towards Improvement Will be Continue.....

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