Productivity and Improvement in Competitiveness in MSME

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Transcript Productivity and Improvement in Competitiveness in MSME

4/30/2020 For

Cluster Development Initiative

Presented by EWIS Delhi

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Presented By

4/30/2020

ISO 9001:2008 ORGANISATION

Presented by EWIS Delhi 2

Our March continues on the path of Self-reliance, Quality and excellence…

4/30/2020

Presented by EWIS Delhi

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Contents of the Presentation 1. About the Organisation 2. About Productivity 3. Process of Productivity Improvement in a Cluster 4. Improvement Results 5. Methodology of Productivity Improvement

QUALITY POLICY

We, Team of EWIS will continually improve the Quality of our Services in Consultancy in the areas of Management, HRD, Industrial Engineering, Institutional Development, Training and Survey to our Clients through the Study and Implementation and also facilitate our clients keeping in view their present and future Organizational Developmental requirements.

We will also ensure organizational future growth and prosperity by implementation of Quality Management System in conformity with

ISO 9001: 2008.

EWIS Delhi 5

WE OFFER SERVICES

1. MANAGEMENT CONSULTANCY

  

PRODUCTIVITY QUALITY HUMAN RESOURCE MANAGEMENT 2. QUALITY MANAGEMENT SERVICES 3. TRAINING AND DEVELOPMENT 4. PROFESSIONAL SERVICES ON

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BUSINESS PROCESS RE-ENGINEERING - CUSTOMER RELATIONSHIP MANAGEMENT 5. IMPACT ASSESSMENT STUDY AND RESEARCH 6. SOCIO ECONOMIC STUDY AND SURVEY

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Business Applications

Organisationa Strategy - Process Reengineering Efficiency Measurement Performance Management and Improvement Lean Manufacturing Benchmarking Organizational Restructuring and Process Improvement Quality Management Consultancy – QMS Employee and Customers Satisfaction Survey Financial Analysis

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Why you should choose EWIS over other companies??

We react and get things done fast We are flexible and make decisions quickly to respond to client needs and solve client problems We have close professional relationship with all our clients Our low operating overheads are reflected in our charges to our clients We agree payment linked to project deliverables with our client Our expertise makes you save time and therefore cost within your company by not having to educate and implementation consultants

We ensure complete customer satisfaction

EWIS Delhi

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EWIS delivers the highest level of expertise and flexibility to meet Customer’s expectations Just-in-time approach to service delivery, when and how to apply our expertise. In addition to EWIS services offers comprehensive Consultancy from Study to Implementation of the requirement of our Customer Knowledge transfer helps you gain long-term value Experienced professionals help you relieve congestion, reconfigure present system and new applications, and better to manage

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A Select list of CLENTS and Sectors where Assignments is Continuing or completed 1.

NATIONAL PRODUCTIVITY COUNCIL Organisational Restructuring in the following Sector - Power Sector – THDC (Tehri) - Ministry of Transport – IWAI (Inland Water) - Educational Sector – SOL under University of Delhi - Socio Economic Survey and Study – UNCTD, DC – Handicrafts etc.

2. IL & FS (in World Bank and DFID Fund) - Productivity Improvement - Quality Improvement Services 3. HARYANA TECHNICAL EDUCATION - Grading of the Institutes EWIS Delhi - QMS for Technical Institutes

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4. National Power Training Institute - NPTI 5. SIDBI, World Bank and DFID – in 2 Clusters - Productivity Improvement - Seminar on Improvements etc.

6. Automobile Industry - Productivity and Lean Manufacturing 7. Quality Council of India 8. Uttarpradesh Pradesh Consultancy Limited

9. LEAN MANUFACTURING IMPLEMENTATION

A Scheme under Ministry of MSME Govt. of India (For 5S, Kaizen, QC, SMED, TPM, Process Layout, Inventory etc.) Cluster – I: Meerut Engineering Cluster Cluster – II: JAMSHEDPUR Automotive Cluster (on progress) 10. Process Modification and Manpower Standardisation of HNG – EWIS Delhi Hindustan National Glass Factory

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11. ACE Refractory (Caldrys, France, Katni and Nagpur, previously ACC Cement of ) 12. NABCONS – NABARD Consultancy Services - Ministry of Food Processing - Min. of Agriculture - RASPATI AWARD - Nirmal Gram Puraska (NGP) - Project Assessment of CAPART 13. SOMANY Ceramics Ltd. (Buhadurgarh and Kadi, Gujrat) 14. SBI – State Bank of India - Project UPTECH – Technological Upgradation for the State of Jharkhand 15. M M AQUA PVT. LTD.

- Plant Layout - Energy Conservation 16. BHEL – HRDI, Noida - Online – Leadership Assessment 17. PTC Limited (Power Trading Corporation) - Energy Conservation EWIS Delhi 18. APITCO – Cluster Development

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ORGANISATIONA STRUCTURE OF

EWIS

MANAGING DIRECTOR

HRM GROUP Consultant Management Trainee

ADVISORS

QMS GROUP

CHIEF OPERATING OFFICER

PRODUCTIVITY GROUP ECONOMIC SERVICES and TRAINING Consultant Consultant Management Trainee

EWIS Delhi

Management Trainee Consultant Management Trainee

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CERTIFICATES PUBLICATIONS AND SUCCESS STORY

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EWIS Delhi 15

EWIS Delhi 16

Presentation at Vigyan Bhawan For the Success of Cluster Development – Lean Manufacturing Implementation Under Min. of MSME, Govt. of India EWIS Delhi 17

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Productivity

Ratio between output and input.

Arithmetic ratio of the amount produced to the amount of any resources used in the production.

It could be combination of all!

Over a period of time, one can say that productivity has increased.

How?

Combination of improved Technology better Planning, greater Skills etc.

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Productivity

Note: Increased production does always not mean increased productivity.

Higher productivity means that more is produced with the same expenditure of resources; that is, at the same cost in terms of land, material, machine, time or labor.

Alternatively, same amount is produced at less cost in terms of land, labor, material etc; thereby releasing some of these resources for the production of other things.

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Productivity in industry

Many factors affecting productivity of each organization; also, they are dependent.

Depending on the individual environments, decisions are to be made.

Industries where labor and capital costs are low compared to the material costs, better use of material and plant gives the greatest scope of cost reduction.

In countries where capital and skilled labor are in shortage compared to unskilled labor, one should look to increase the output per machine or per skilled worker.

Increasing the number of unskilled workers may be beneficial if by doing so an expensive machine or skilled craftsmen are enabled to increase production.

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Government’s responsibility

Government can create conditions favorable to raise productivity. It can:

1. Have a balanced programs of economic development 2. Take steps necessary to maintain employment 3. Make opportunities for employment

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4/30/2020 Last step is specifically important for a developing country like India.

Government should make provisions for workers who are going to loose jobs because of technology improvement – training and education programs.

Presented by EWIS Delhi Example: India’s First Five-Year Plan (1952).

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Management’s responsibility

The main responsibility for raising productivity in an individual organization lies with the management.

It can implement productivity programs.

It can create a positive environment and obtain co-operation of the employees.

Trade unions should encourage its members to provide such co-operation when the productivity program is beneficial to workers, as well as the organization on the whole.

We will look at management’s role in increasing productivity of individual resource: 4/30/2020 Presented by EWIS Delhi 24

Factors Tending to Reduce Productivity

Work content added due to the product for a manufacturing firm :

The product or its components are designed such that it is impossible to use most economical manufacturing processes.

Excessive variety or lack of standardization.

Incorrect quality standards.

Excessive amount of material removal required.

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Work content added due to process

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Incorrect production process (and/or machine) used Process not operated properly Non-optimal layout with wasted movements.

Working methods of operation causing wasted movements, time and efforts.

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Ineffective time due to management

        Marketing policy which demands unnecessarily large number of products.

No standardization of components between as well as within products.

Failing to meet customer’s requirement from the beginning.

No plan for flow of work.

Improper supply of material, equipment.

Improper maintenance of plant and machines.

Insufficient safety measures.

Improper working conditions resulting in interrupted work.

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Process of Productivity Improvement Applied in A Cluster

MAIN ACTIVITIES OF THE PRODUCTIVITY IMPROVEMENT STUDY

DIAGNOSTIC STUDY THIS STUDY AND IMPLEMENTATION

MAIN ACTIVITIES OF THIS STUDY AND IMPLEMENTATION Main activities are related to increase Productivity.

Line Design of the Production lines

and other relevant Lines – For Closing, Lasting 

It is executed according the differentiations of the Products, i.e.

No. of activities in the Components

Man and Machine Combination

Time of each activity

No. of Helper, Fitters and Machine required to maximise the utilization all Inputs

Implement the Line setting according the Line Design

Space Management

Training of the Supervisors

Training of the Supervisors about Implementation Soft Skill – Team Building, Discipline, Morale etc.

Formal Testing after Training Down Time Maintenance Concept of 5S etc.

Reducing Rework and Repair and Quality Improvement

Reducing the Rework, related actions and Checking process and points Corrective and Preventive actions of defects Reduce unnecessary Overtime

Some Productivity Controlling and Measurement Tools to the MD

OTHER RELATED AREAS

Inventory Control and Reduce WIP – Minimum Inventory for RM, WIP and Finished Goods Incentive Scheme (yet to Implement) PPC System

SCOPE AND PURPOSE OF THE STUDY Sl. No

01 02 03 04 05

SELECTIVE ARAES OF OUT COMES

Production / Line Imbalances Production Improvement Addition Of New Shift Line Wise Rework WIP Rate

               SHORT DETAILS OF THE BENEFITS PHASE - I By Effective Utilisation of Time in Operations in the Lines Reduce Ineffective Time and activities Adjustment of the Production rate in every lines Using Time Study in the Plant with ILO standard Line wise Production Norms i.e. Maximum Feasible Production in Line and Complement of Manpower Increase in Production will reduce the unit cost and over head cost of per unit of items Balancing the Production in every Lines, so that no WIP emerge in between lines without any necessary to complete the Production It will reduce the over time Increase the unit’s Total Production More supply in the market for cover up Buyers’ demand Optimum shift option for Maximum utilization of Time, space and capacity of operation Maximum possible remove the Rework jobs will maximize the output rate and Production capacity ZQC is the practice where no required for quality control that means everybody will be conscious about the Quality Input, WIP and Output balancing according the Lines Reduce the WIP by better planning

06 07 08 10 Utilisation Of Materials Materials Movement And Compactness Plant And Production Lay Out 09 Production, Planning And Control System Sustainable Business Process

           Economical use of the most expensive input like Leather Economical cutting methods Specific line of Flow of materials Standardize Input receiving and transfer in every workstation Process of keeping work space in clean for better work environment and motivation of work Changed and modified plant layout for more lines in same pace and improved Line alignment for better flow of items Better process of Quality control by reformulating the Checking points Controlling at the Higher level by Numerical data preservation method will help for periodic review and analysis Planning of Production according the Practical Information Process Reengineering by New Addition of Business and Flow of delivery Starting from Customers / Agents order to Delivery of the Materials.

It will help to take lead in the Domestic market first and later in Export market

01 Training Need Analysis 02 Attitude to Quality and Productivity PHASE – II

For Training of all Seniors and key Staffs for Corporate and Customer Impression Study in Functional, Behavioural and Technical Importance of Productivity and Methods of Implementation

03 Quality Circle and 5S

A Group concept of the Improvement and problem solving methods and 5S for Sort out of the Materials and Cleanness of the Shop floor make it a Standard

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TARGET 120 Pair/ Day

Marking 1H Counter Bleed + Tongue Completed 1F+1H - 5min. 2H - 9. LINE DESIGN

Article

Side Quarter + Collar Fitting Counter Lining Sattao 1F + 1 H 2.5 min Facing Satao + Ghujia Banana 1 F + 2 H 4.5 min Cleaning 3H

SUMMARY

Manpower Helper –

12

, Fitter -

06

Machine man

–06 – 1108

S. N. Goloka Stitching Lining+ Counter Stitching Ghujia Stitching (Trimming-) 4.5min S. N. Golaka Stitching + Hasia Stitching 3 min S. N Collar Stitching Quarter Stitching Collar+ Quarter Stitching 4 min D. N. Vamp + Titkul Stitching Counter Stitching 3.5 min D. N. Facing Stitching Collar Satao Stitching 4 min S. N Clothe Stitching + Tongue Stitching 2 min

USEFUL SUMMARY SHEET WITH NORMS TIME STUDY SUMMARY SHEET Department/ Division : Kanpur Section : Closing Product : Model : Line No. Sl. No. UPPER : Article - 1278 Element Description

1 2 3 4 5 6 7 8 9 10 11 M/c Tongue Attachment(1278) M/c Final Upper Tongue(1214) M/c Counter stitching(1278) M/c Counter Attachment(1278) M/c Lining(1278) T-Finishing(1214)

Quarter+Kanacher Bleed(1278)

Tongue Pasting(1278) Quarter + Counter(1278) Final Bleed(1278) Cleaning + Marking(1214 +1278)

Elements Summary Element Nos.

(a) M/controlled (b) Manual-Outside (c) Manual- Inside (d) Total Manual (e) Unoccupied Time

Time ( Sec) Work Station : Nadeem Operation Description :

Closing of the Elements

Crew Size :

H – 10, f – 6, M/m - 7

Observed Time ( Sec)

1.06 0.51 1.08 0.22 0.42 1.52 0.54 0.30 1.07

( No. of pieces) Machine Parameters : Double and Single Stitching M/c TYPE : Sewing of the Leather Freq ( in per cycles)

1/1 1/1 1/1 1/1 1/1 1/1 1/1 1/1

Basic Time ( Sec)

1.00 0.46 1.02 0.20 0.40 1.20 0.48 0.27 0.85

Operation ( a+b) ( Sec) Output per Cycle ( No) : Available Time per shift ( min) : Production Norms per shift : Total Allowance ( %age) ( Sec)

8 8 8 8 8 8 8 8 8

Standard Time ( Sec)

1.08 0.50 1.10 0.21 0.43 1.30 0.51 0.29 0.91

Total Standard Time for Operator Utilization (% age)

Dept. Line:2 Product: Date Work Station Crew Size Sl.

No.

Element Description T1

Time study Working Sheet

T2 Time T3 Machine Parameter Operation T4 T5 Average O T Rating Remark 1

Pick the plastic bag & attach the packing machine & Filling the bag 2321.06

2322.1

2 2324.08

4 5 6 7 2

Stitching the bag 1600.00

1600.0

8 1600.06

3

Pick the bag & place to another place 277.6

277.18 279.28

2322.42

90 1600.04

100 278.02

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TENTATIVE DIAGRAM ACCORDING THE WORKING IN LASTING SECTION Starting Point Delasting Time – 6.44 sec Workstation - IX Workstation - I COUNTER MOLDING Without M/C Cleaning Rate of Production

1. 1101.8 pair / day

Total Manpower Active

2. 68 Person

Work station - X Top up Time- 21.25 sec Work station – XIV Chiller, M - 02 Workstation - II TOE-LASTING Time – 6.82 sec CONVEYOR OF LASTING SECTION Garari Time – 20.29 sec Workstation - VIII Work station III Time Side Lasting – 13.65 sec Work station VII Sole Press Time – 17.16 sec Work station - XI Sheath Lasting Time – 6.54 sec Without M/C Sole Wash Work station IV Time Founding – 8.64 sec Work station V Time Heat Shutter Work station VI Ruffing – 10.25 sec Without M/C Marking Without M/C PU

BASIC LEARNING ON PRODUCTIVITY

LEAN MANUFACTURING TECHNIQUES KAIZEN (CONT. IMPROVEMENT) PARETO ANALYSIS / ABC ANALYSIS CUSTOMER SATISFACTION MEASUREMENT TOTAL QUALITY MANAGEMENT - TQM SIX SIGMA TOTAL PRODUCTIVE MAINTENANCE - TPM PROCESS MAPPING ANALYTICAL ESTIMATING QUALITY FUNCTION DEPLOYMENT 7 QC TOOLS VALUE ENGINEERING QC / TAGUCHI METHODS CONTINUOUS IMPROVEMENT 5S SCENARIO PLANNING RELIABILITY-CENTRED MAINTENANCE PROCESS CHARTS PREDETERMINED MOTION TIME SYSTEMS SMED

Methodology of Productivity Improvement In the Industry

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NTRODUCTION

 WM is also used to set standard times to carry out the work , so that any ineffective time is not included later.

 Any addition the standard time would show up as excess time and thus can be brought to attention.

 Since, standard times are set for all the activities through WM, it has earned workers.

bad reputation amongst  Major reason for that has been the initial focus of the WM methods, which essentially targeted only the worker controllable ineffective times .

 Management controllable ignored traditionally.

ineffective times were

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TEPS IN MAKING A TIME STUDY

 Obtaining and recording all the information about the job, the operator and the surrounding conditions, which is likely to affect the carrying out of the work.

 Recording a complete description of the method, breaking down the operation into “elements.”  Examining the detailed breakdown to ensure that the most effective method and motions are being used.

 Measuring and recording the time taken by the operator to perform each “element” of the operation.

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TEPS IN MAKING A TIME STUDY

  At the same time assessing the effective speed of the working of the operative in relation to the observer’s concept of the rate corresponding to standard rating.

Extending the observed times to “basic times.”   Determining the allowances to be made over and above the basic time for operation.

Determining the “standard time” for the operation.

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Breaking the job into elements

 An element is an distinct part of a specified job selected for convenience of observation, measurement and analysis.

 A work cycle is the sequence of elements which are required to perform a job or yield a unit of production. The sequence may sometimes include occasional elements.

 For each job, a detailed breakdown of the complete job into elements is necessary. Because….

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Reasons for breakdown of job

    To ensure that productive work (or effective time) is separated from unproductive activity (or ineffective time).

To permit the rate of working to be assessed more accurately than would be possible if the assessment were made over a complete cycle. To enable different types of elements to be identified and distinguished, so that each may be accorded the treatment appropriate.

To enable elements involving high fatigue to be isolated and to make the allocation of fatigue allowances more accurate.

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46 Presented by EWIS Delhi 4/30/2020