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BUDDHI INDUSTRIES (PVT) LTD
This document summarizes Buddhi Industries' implementation of best practices to improve their cashew processing operations from 2010-2012. It describes how they standardized processes, increased production capacity and turnover, reduced labor turnover, and achieved ISO 9001:2008 certification through initiatives like kaizen, 5S, line balancing, and developing computerized procedures. The results were measurable improvements in key metrics as well as unmeasurable benefits like an improved work environment and employee satisfaction. The National Productivity Secretariat provided support through training programs, consultancy, and site visits that helped enable Buddhi Industries' process improvements across their organization.
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BUDDHI INDUSTRIES (PVT) LTD
- 1. 1 Theme- Best Practice BUDDHIINDUSTRIES (PVT) LTD Date : December2014
- 2. PRESENTATION OUTLINE •BUDDHI INDUSTRIES(PVT) LTD. •Technology & the Cashew Processing. •Buddhi’s Presence with M-171. (Manual to Mechanic) •Best Practice. •Before. •After. •What we Achieved. •The Project Kaizen Entrepreneures. Logo ici Logo here
- 3. BUDDHI INDUSTRIES (PVT)LTD BUDDHI INDUSTRIES (PVT) LTD
- 4. Technology & theCashew Processing. Logo ici Logo here
- 5. Buddhi Presence withM171. (Manual to Mechanic) Technological Advancement to the Cashew Processing Industry Logo ici Logo here INVENTION OF BUDDHI INDUSTRIES SRI LANKA
- 6. Logo ici Logo here M– 171-1 CASHEW SHELLING MACHINE
- 7. Logo ici Logo here M-171-at an Indian Factory
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- 10. Best Practise- Process Development Projectperiod- 2010-2012 Logo ici Logo here
- 11. Logo ici Logo here Focus-Increasethe Production Capacity. Steps Followed •Preparation of process flow chart in order to identify the processes related to the production function. •Separation of sections accordingly' •Reducing unnecessary transport by proper layout. •Reducing unnecessary motions by Kaizen implementation. •Technical Advancement. •Time study, work study, Line balancing (Drawing Gannett charts to identify lead time). •Target system. •Designing & Producing Gigs & fixtures for difficult works. •Pleasant Environment by implementing 5S. •Procedure development for all the factory Processes. •ISO 9001:2008 for standardizing the factory procedures.
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- 15. Focus-Develop supportive function •Identifying all the other functions of the organization.(Administration, HR, Marketing, Accounts, IT, After Sale Service, R & D) • Identifying the processes related to the above. • Developing Procedures. • Standerdizing the procedures by included them in the company ISO system. • Developing Buddhi net system to convert the manual procedures to Computerized system. Logo ici Logo here
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- 17. Logo ici Logo here Buddhinet System
- 18. Logo ici Logo here Whatwe achieved Measurable • ISO 9001:2008 certification. • Increase of the production capacity. • Increase the turnover. • Decrease the Labour turn over. • Increase of the Market share
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- 20. Production 32 50 197 439 633 0 100 200 300 400 500 600 700 Num. ofProduction Units Num. of Production
- 21. 5.63 8.81 34.51 76.86 110.89 - 20.00 40.00 60.00 80.00 100.00 120.00 2007-2008 2008-20092009-2010 2010-2011 2011-2012 Turnover(Mn) Year Annual Turnover
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- 23. 8% 27% 65% 2009/10 2010/11 2011/12 Increase of theMarket shareCustomer Network
- 24. What we achieved Unmeasurable •Pleasantwork environment. •All be positive. •Employee Satisfaction. •Process Improvements in all the functional areas of the organization.
- 25. Special Thanks……. To: National ProductivitySecretariat office & Their Kaizen Entrepreneures Project. Kaizen Initiatives……. •Top Management Reinforcement. •Programmes for Changing attitudes, Continuous workshops, Meditation programme, •Leadership development workshops. •Management consultancy.(Including Good House Keeping Methods, ISO implementation) •Short term & Long term courses conducted by NPS, e- learning programmes, Opportunity for overseas training. •Site visits to Bench Mark Best Practices. •Guidance & Direction for higher education.
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