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.

1. 1
Theme- Best Practice
BUDDHI INDUSTRIES (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.
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3. BUDDHI INDUSTRIES (PVT) LTD
BUDDHI INDUSTRIES (PVT) LTD

4. Technology & the Cashew Processing.
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5. Buddhi Presence with M171.
(Manual to Mechanic)
Technological Advancement
to the Cashew Processing
Industry
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INVENTION OF
BUDDHI INDUSTRIES
SRI LANKA

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M – 171-1 CASHEW
SHELLING MACHINE

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M-171- at an Indian Factory

8. Before
Factory
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9. Office Stores

10. Best Practise-
Process Development
Project period-
2010-2012
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Focus-Increase the 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.

12. After
Factory
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13. After
Factory
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14. After
Stores.
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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.
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16. After
Office
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Buddhi net System

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What we achieved
Measurable
• ISO 9001:2008 certification.
• Increase of the production capacity.
• Increase the turnover.
• Decrease the Labour turn over.
• Increase of the Market share

19. Annual Turnover

20. Production
32 50
197
439
633
0
100
200
300
400
500
600
700
Num. of Production 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 2008-2009 2009-2010 2010-2011 2011-2012
Turnover(Mn)
Year
Annual Turnover

22. 0%
5%
10%
15%
20%
25%
30%
Labour Tournover
Labour Tournover
Labour Turnover

23. 8%
27%
65%
2009/10
2010/11
2011/12
Increase of the Market shareCustomer
Network

24. What we achieved
Unmeasurable
•Pleasant work environment.
•All be positive.
•Employee Satisfaction.
•Process Improvements in all the functional areas of
the organization.

25. Special Thanks…….
To:
National Productivity Secretariat
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.

26. Thank You.