1 Carrier Engineers Pvt. Ltd. is a manufacturing company established in 1995, focusing on high-pressure hydraulic fittings and transmission components with around 120 employees. After participating in a cluster program led by CII, they implemented numerous improvements, resulting in significant enhancements in productivity, quality, and employee engagement, alongside substantial cost savings. Key achievements from the program include a drastic reduction in customer complaints, inventory turnover, and absenteeism, along with recognition for quality from major clients.

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
• 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
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
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
 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
Activities started during JCB CII Cluster Program &
create Seven Zones with their Zone Leaders

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
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
Safety Culture Develop
Safety
Instruction
Safety
Goggles &
Apron
Safety
Gloves
Fire
Extinguisher
(210 Accident Free Days From Jan-2012 to till date )

10. 10
CEO Gate Meeting Program
Distinctive TEI Initiatives

11. 11
CEO Weekly Contact Program for Operators
Distinctive TEI Initiatives

12. 12
Birth Day Celebration of Employee
Distinctive TEI Initiatives

13. 13
Distinctive TEI Initiatives
Best Suggestion Award Celebration of Employee

14. 14
Distinctive TEI Initiatives
Best Kaizen Award Celebration of Employee

15. 15
Initial Cluster Program Organize on 13-04-2011

16. 16
Initial Cluster Program Organize on 13-04-2011

17. 17
Advance Cluster Program Organize on 25-06-2012

18. 18
Advance Cluster Program Organize on 25-06-2012

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
CEPL KAIZEN TREE

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
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
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
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
Major Achievements During Cluster Program
Best Quality Award From Our Esteemed
Customer JCB on 09-12-2011

26. 26
Best Quality Improvement Award From
Our Esteemed Customer JCB on 20-09-2011
Major Achievements During Cluster Program

27. 27
Certification of CII Yr. 2011
Major Achievements During Cluster Program

28. 28
For sparing your
valuable time
Our Journey towards Improvement Will be Continue.....