Presentation of the work done in Ingersoll Rand, Ahmd during my intership program in MBA degree

1. PROJECTS IN “INGERSOLL RAND ”, AHMD, ROTARY PRODUCTION DEPARTMENT Project 1.Visual Factory, Project 2. Kan Ban, Project 3. Productivity improvement in Rotary

3. Introduction of Team Members

4. Production Manager, Rotary

5. PHASE 1: ROTARY, INVENTORY STORES Project 1: Visual Factory

8. Kan Ban Triggering Board Mother store Stores… Old Format New Format ROTARY KAN BAN BOARD DATES MONTH SUN 1 2 3 4 5 6 JAN JUL MON 7 8 9 10 11 DELAY FEB AUG TUE 12 13 14 15 16 DELAY MAR SEP WED 17 18 19 20 21 DELAY APRIL OCT THUS 22 23 24 25 26 MAY NOV FRI 27 28 29 30 31 NO SCRATCH JUN DEC SAT RACK NO ROTARY KAN BAN DELAY DATES 1-7 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 NO SCRATCH 8-15 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 NO SCRATCH 16-24 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 NO SCRATCH 25-34 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 NO SCRATCH 35-40 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 NO SCRATCH

9. Kan Ban Triggering Board Mother store Stores… OLD NEW Uniform Distribution of cards is evident, with new format

10. Mother store Stores…

11. Mother store Stores… CCNC No.xxx Name: abc Loc.:RO xxx

12. PHASE 2: ROTARY, ASSEMBLY Project 1: Visual Factory

14. Assembly area…

15. Assembly area…

16. Assembly area… Quadrant 1: Pareto analysis of last 15 Days Quadrant 2: FPY status for the month Quadrant 3: Current FPY issues and corresponding actions Quadrant 4: Issues in Pareto and corresponding actions

17. Project 2: Productivity improvement for Rotary (MIS) Phase 1: FPY Report analysis

18. FPY Report analysis… Pareto analysis

19. FPY Report analysis… Root Cause analysis (Fish Bone Diagram)

20. Phase 2: MIS Assembly Flow line ( Proposed)

21. MIS Flow Line…

22. MIS Flow Line… Cycle Time = 1415 min (Avg.) Precedence diagram of current Procedure

23. MIS Flow Line…

24. MIS Flow Line…

28. Benefits of Line assembly to Batch assembly MIS Flow Line…

29. Project 3: Kan Ban extension and analysis Rotary Phase 1: Analysis of existing system

30. Implementation of Kan Ban COMPARISON OF INVENTORY LEVEL/VALUE OF AVERAGE STOCK ON HAND BEFORE AND AFTER IMPLEMENTATION OF KAN BAN (EXPECTED) KAN BAN… Kan Ban was implemented for 94 items in Rotary Store May June Average After Kan implementation Quantity on hand 13318 11207 12,262 3384 Value (Rs.) 6, 78,046.86/- 6, 33 ,214.26/- 6, 55,631/- 1, 80,937

32. KAN BAN… Kan Ban is recently implemented and has brought down the inventory level The reasons for increase in inventory level found due to pending orders were not cancelled at the time of implementation.

33. For item we can see huge variation in month of March, where stock level has reached at its lowest value, ‘Zero’. While searching for the cause, we were able to find out that company had quality issue with supplier of this particular category Limits with KB = 94 Limits with KB = 60 This was a case where Kan Ban quantity was decreased after negotiating with supplier. But inventory was found outside the control limits. Therefore close monitoring is required. KAN BAN…

34. KAN BAN… Limits with KB Qty = 75 Limits with KB Qty = 50 Error was found Here the average quantity in stock was higher than was necessary so Kan Ban quantity was reduced to50 The item was found to be a part of set, which comes with other items of that particular set only. But system was showing higher quantity i.e. > 8. Therefore, DIT is required.

35. Kan Ban Quantity = 50 Average consumption = 40 System stock = 13 Physical stock = 169 This variation in Physical stock and system was found due to the duplicate CCNC No. for imported as well as local item. Binning was same for both the items Still the stock recorded is well above the control limit. Therefore DIT is required KAN BAN…