A MNC of Swedish nation located in Rajpur Village of Mehsana Area, 40 kms from Ahmedabad, produces Cold Finished Seamless Stainless Steel Austenitic and Duplex Instrumentation and Heat-exchanger Tubes, Hot Extruded Pipes, Hollow Bars and also Redraw Hollows-- all produced under one roof covering.
It is a high-technology, engineering group with sophisticated products. Worldwide business tasks are carried out with representation in more than 130 nations. In 2010 the Team had 47,000 workers enthusiastically helping achieving Company Quality. It's products would certainly be based on high worth content & are established in close participation with customers.
This company has, throughout the years, progressed its very own manufacturing hvac systems named SMT Company System as well as has a team of Lean Production Navigators that go throughout their facilities as well as help with the execution of SMT business systems. Top quality is the leading principle in the global procedures.
Recalls among the supervisors of the center; "... nobody seemed to understand that Sandvik Asia handled steel. It was recognized for tooling products. We realized that we had to function from square one to develop the SANDVIK brand name in steel arena." The trip of attaining vision of becoming our entrance to Asian's tube globe began after that.
They firmly believed in 3 factors--.
Open Mind,.
Fairy play and.
Team spirit.
Open mindedness consistently assisted them to have a positive state of mind to frequent adjustments in the marketplace, motivate new ideas and also seek enhancement opportunities.
Fair game implied equal opportunities, fair trade, respect to specific and problem for atmosphere.
Team suggested advancing in a safe manner with passionate support and also trust from co-workers.
As it is extensively said, FIVE is the structure for every single renovation program. They recognized it and with the support from SMT Business System, practicing it everyday. "Although we had our very own 5S implementation system, we found out a lot from Kaizen Institute on 5S as well as the auditing process that helped us additional boost our FIVE execution." says the Constant Improvement Manager. The bodily environment that is unlike in the various other tube making units shows to be a spirits enhancer for all the workers. They proudly claims that It is the only plant in India which follows worldwide specifications of production, safety, sanitation for the premises as well as the manpower.
With the growing demands of the consumers and development in the marketplace, output from the devices proved a traffic jam. With the equipments functioning greater than 4 decades, the reliability of the equipment stayed very unsure as well as the timetable of complying with the customers' needs were consistently not satisfied. They really felt that there is a bunch of hidden possible within the tools waiting to be made use of. So, they welcomed Kaizen Institute to execute TPM techniques in their location. Although they had an inner Lean execution team, the open mindedness approach of Sandvik permitted them to utilize the solutions of Kaizen Institute in applying TPM for their critical equipments. The TPM trip acquired kicked-off in August 2010 with Kaizen Institute facilitating Sandvik.
One of the supervisors says, "Initially, we assumed that TPM would certainly be one more management lingo nonetheless, once the implementation began and also the benefits began can be found in, we best regards really feel that this is a crucial device that is essentially called for to execute LEAN production hvac system".
"Initially, we used to say in lighter capillary that we are producing pipes now from tags and not from machines. The tagging exercise is an eye-opener! We never ever realized that we were operating the machines with numerous problems. Undoubtedly, this (TPM) has actually provided us a brand-new lens to take a look at things ..." states an additional staff member of Sandvik.
"Tagging & keeping a Tag register was definitely valuable. Consistently, during tagging, we discovered busted places near the brake setting up in Pilger device. Later on, we located that the brake cellular lining has actually created a crack. Labeling helped us avoid a significant break down in this regard." says the Replacement Supervisor of Upkeep division.
"To be honest, we never assumed that we can do so considerably in 5 days and also identifying today (on the initial GKW) confirmed that we can do a lot in GKWs. One Issue Session is a reliable tool that could be utilized to teach the alreadying existing employees and new arrivals as well." states our Kaizen coordinator.
Access renovation is an additional vital element we learnt in independent maintenance. Our Cellar areas were completely ignored location. We constantly assumed it was a curse to put this area. It made use of to be dark, filled with overflowing filth, filth. After application of Initial Cleansing, this area is not a location of curse. We made many tiny renovations in improving availability that led to lowering hours shed in small stoppages in Extrusion procedure ... says a Maintenance Engineer.
"Why-Why analysis is a device we obtained as a present from TPM workout. Nowadays, we use this tool very typically as to solve a lot of our problems. This caused making special devices for washing the feed carriage of Pilger equipment which saved us substantial time which is the goal of AM step 2 ..."claims the Production-in-charge of Pilger procedure.
"We have our very own computer system software hvac system of monitoring Maintenance activities, yet, Equipment Position sheet, Devices control ledger were brand-new to us that assisted us on picking the right devices for our activities & tracking the price of Upkeep. Additionally the loss-tree charting of 16 losses really opened our eyes in numerous elements. This had offered us a concept of how you can select our jobs, exactly what to do as well as where to do to improve our Plant performance. We learnt how you can calculate MTBF, MTTR that gave us a concentrate on our improvement tasks." claims among the Maintenance Engineers.
"Kaizen bursts, Small improvements, inspire our staff members and produce a healthy and balanced competition amongst them. In fact, employees from various other Gemba have started unpleasant us to initiate TPM in their sections too. We will certainly be horizontally setting up TPM in other locations too in a brief while from now." claims one of their Managers.
"... yes, our OEE is boosted, say from 46 % to 65 % now. Still, we have a lengthy way to go. We are only in AM Step 2 and we have lot even more to cover. As they state, this is a quest and also it endlesses.".
"I should discuss that in the just recently held Union meeting, the union participants volunteered to undertake AM activities by Operators that is a large cultural change we saw. Fully credit rating goes to our Managers which made this take place by engaging in TPM in their GEMBA ..." says the Head of state of this firm.
To attain Company Quality, Operational Excellence is called for. The quest to Operational Excellence is easy but difficult. They firmly believes in these three expressions:.
We are just what we repeatedly do.
Excellence is not an act yet a practice.
We will locate a much better way otherwise we make one.
They are certain in achieving their Vision 2015 by adapting the techniques established by SMT Company hvac system as well as various other Operational Excellence techniques they obtain with various other establishments.