1 . 0 PROFESSIONAL SUMMARY & COMPANY HISTORY
Briefly, in such a case we glimpse on Kalwa Planet-Siemens in India which will improve on its own from a conventional organization to lean supervision structure. The first Siemens work store started on, may 1st, 1955 in a small put on Mumbai with 10 workers and with very simple equipment’s. Their key business can be fixing damaged switch planks and other manufacture jobs which most of all their components had been imported and small number of them produced inside workshop. Last year Siemens business in India consolidate their place
rather than ahead of this manufacturer equipped with one of the most modern machines and screening facilities and 40 percent of the India Siemens worked well in Kalwa factory, not simply they modify their role during these years from a simple assemblage site towards the medium volt quality switchboards (M1) producer, moderate voltage indoor and outdoor vacuum routine breakers (MC) producer, gas insulated terme conseillé (M2-GIS)producer for the main business, but as well they superior their location in the market, right now the company provides 5 industrial facilities in Mumbai, Nasik, Calcutta, Aurangabad and Goa, 4000 employees and 11 sales offices, three hundred dealers.
Furthermore their firm is second Siemens industries outside of Indonesia after Brazil branch.
Siemens boost its products in 4 parts: 1-industry 2-energy 3-healthcare 4-consumer products in India and all of the world and our case company manufactured low variety and substantial variety items which participate in power division segment, strength division. Siemens Company in India taken part with ABB, Areva, Schneider electrics alternatively Kalwa goods exported to Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives, Oman, Qatar and etc.
In 2009, 70 to sixty five percent in the Switchboard Stock (WSWB) place allocated to production panels (M1) and IVCBs (MC) and remain space remains pertaining to manufacturing OVCB (MC) and M2 items. This company had 400 employees (blue and white collar) and personnel worked in 2 functioning shifts and one further shift (if necessary). Production cycle ” order preparing and logistic:
Initially, SOE (sales purchase engineering) was your first section in M1 which experienced some responsibilities like: design manufacturing, procedure planning, testing and top quality package and dispatch industrial, incoming inspection and shops. Local customers ordered for the regional sales force and promoting team dedicated to export purchases. Every buy that utilized in the SOE marked and entered towards the factory. Each of the orders must passed two stages: 1-Design and executive stage, 2-order planning and execution stage. After an order received by advertising section, in that case SEO well prepared an architectural drawing with cooperation with sales fellow workers and consumer (to cover customer needs), these attracting prepaid in 2 level A and B, in stage A: they have most info other than wiring picture which designed in section M. after completing these two
levels they will sent all their drawing to the customer to say yes to and then give it towards the manufacturing. Over these processes SEO consulted these to avoid any kind of non common customer requirement if each of the level exceeded correctly the documents were passed to the manufacturing section.
Technical Buy Processing division (TOP) received orders and recorded it in to the creation planning databases according with their times then delivery committee tried to believed the delivery date to the consumer. Every order needed two type of raw materials (equipments): 1-electrical, 2- mechanised, the top personnel wrote the required equipments within a list that called (BOM) bill of materials list. The BOM sent by enterprise source planning computer software (ERP) for the material planning department, physical equipments were existed inside of the company and electrical had to order to the supplier.
Then procurement pattern started following equipments release to the store according to the requirement. The leaves manufacturing program had various error, waste and issues in store floor and logistic (they wasted long time and useful raw materials and often the produced panels squandered because of fragile layout design), on the other hand on 2006 buyer demands improved around 75 percent and managers need to enhance their production process efficiency to reduce their costs and act in response sooner to the consumer demand. in October 06\ Siemens AG sent a letter about the implementation of lean managing in Kalwa company and mentioned they will eagerness to further improve Kalwa factory like the other branches throughout the world. That they expected this implementation is going to enhance company’s capacity to multiple during five or six years.
Trim management rendering steps:
The slim management crew visited Siemens site in Turkey which managed in lean management methods in that case consultant added to the team members, one of the most significant duties intended for managers and team member is to clarify just how much this implementation is vital pertaining to the company to hold its market share and all the personnel a new critical part to achieve this objective, thus managers started the Lean managing process with brain storming among all the corporation sections, they will asked which usually points produce waste during production
process? They wanted to find out and eliminate any stupidity and natural material during production line. However , changing the working methods which various person use it for many years has some animosity among several groups.
the lean team decided to divide their becomes: 1-layout 2-support system 3-vendor management 4-cultural changes, which these adjustments caused to further improve the Kalwa company performance. Lean group had meeting with personnel of sections that had even more errors following lean setup, team members attempted to find out problems and keep pace with solve the situation.
2 . zero QUESTION one particular
Has Siemen’s Kalwa flower been effective in attaining lean execution? In our view, Siemens Kalwa Plant have been affective in achieving slim implementation. The primary contributing elements for an effective lean execution for Siemens Kalwa Herb are as follows: 1 . Leading Management provide a very good support and clear path a. Business lead by Global Head, Mister Gewald
w. Siemens Kalwa Plant General Manager, Mister Khandekar
c. Mister Khandekar, displaying “walk the talk by simply showing his commitment by closely active in the implementation activity to ensure the staff understood the objectives
installment payments on your Proper planning in understanding the as is procedure and to become process g. 6 months of impact analysis and feasibility study about Vacuum Outlet Breaker (VCB) existing product line processes
three or more. Lean objectives and concentrate on was disseminated clearly to the whole group in Kalwa plant e. Introduction of Gewald to the shop floors workers and office workers to evidently communicate the initiative plus the lean rendering objectives f. Clearly connect that low fat implementation to be introduced to simply manufacture of panels and VCB. g. Provide obvious reason in why the 2 (manufacture of panels and VCB) was
picked
4. Creation of Implementation team to operationalize and monitor h. Siemens Kalwa Plant General Manager, Mister Khandekar while the head for both the panels and VCB setup team i actually. Supported by Mister Vedak to get VCB
l. Working group from mix functional staff managers and executives
5. Site visit to learn from a real life lean execution k. 2-3 team members and Mr Vedak visited slim plant Maruti l. Kandekar and Vedak visited Siemens Switchboard in Turkey
six. Appointment of consultant to assist on the lean implementation m. The consultant provide touchable potential benefits
i actually. Increased output of labours
ii. Reduction in Inventory Level
iii. Improve space use
n. Knowledge posting and best practice depending on real life slim implementation from the other industries
several. Organization are really committed and motivated in implementing trim o. Group leaders support the workers maintaining the tempo of the series p. Khandekar and his management team is going to attend the dashboard conference to resolve problems q. By actions of 7. a and 7. w, the employee knows the importance with the initiative and commence to commit themselves for making it successful r. With proper teaching, the employee feels engage and motivated to ensure the initiatives is known as a success The 7 surrounding factors previously mentioned enable Siemens Kalwa herb to effectively implement all of the changes required below: 1 . Design changes
a. Assembly line presented
n. Work place based on order
c. Fixed “takt time
2 . Support System improvements
deb. Introducing Dash ” intended for issue escalation
elizabeth. A resolve time to talk about the increased issue. The and required for the f. Teaching to ensure the staff has the right skill-sets 3. Vendor Administration
g. Able to followed Just Over time (JIT) items delivery l. Able to embrace “Pull Viewpoint
some. Cultural adjustments
my spouse and i. Team “belongingness
m. Uniform dress-code
After 12 months of implementing trim, Siemens Kalwa Plant obtained its a few main goals for employing Lean operations bases on the followings organization outcome: 1 ) Panel throughput time within the shop floors had decreased by about by 40 per cent 2 . First Complete Yield (FPY) had improved by roughly by forty per cent three or more. Worker efficiency had increased approximately by simply 30 percent Siemens Kalwa plant should certainly further improve and increase the improved processes/functions or to incorporate other processes/functions which not really part of the unique scope to get part of the trim implementation. Siemens Kalwa grow should check into implementing lean to the remaining processes/functions as shown listed below: 1 . Design department processes/functions
2 . Architectural department processes/functions
several. Vendor and supplier making processes/functions
The way above complement the devotedness to lean principles and lean methods should guarantee lean rendering is sustainable.
3. 0QUESTION 2
Just how was the organization’s change procedure managed?
Actually the corporation had distinct sections which needed to alter during slim management theory for example: shop floor, style and anatomist departments, seller and suppliers all of these portions work in classic methods. on the other these business use two different kinds of solutions 1- mechanical, 2-electical which will mechanical elements exist inside the company storage place. But; electric parts needs to order and buy from suppliers, the corporation manufacture in mass personalization method. Being a matter of factchanges had started out with assistance between Mister. Kulkarni with corporate technique department to determine feasible switchboard part intended for implementation slim management in process, alternatively management substitute occurred; Mr. Kulkarni was promoted to director of Medium volt quality Division and Mr. Khandekar raised to general director for WSWB factory. Pursuing, Mr. Gewald worldwide person in charge of trim project inside the Siemens Move Boards found the Kalwa factory, and manager introduced him for the shop floor workers and office staff and they decided to implement trim management inside the VCB company too.
Inside the first step Vedak and some associates of the crew had a vacation to the lean plant of Maruti and so they could realized benefits of trim management concurrently some American consultants showed up to the Kalwa factory to cooperate with them in lean management process execution. Initially consultants had a meeting with manager and explained for him great things about lean management like: increase productivity, lowering of inventory amounts and improve space usage. In 2008 khandekar and Vedak frequented Siemens site in Turkey and astonished of put into action lean managing results in firm efficiency. Managers needed to restructure layout and process to implement slim management. naturally errors, inefficiencies and waste materials were not very clear before rendering, during this procedure managers asked every division idea to attain efficient techniques and reduce next impact between personnel. Kalwa Company needs this process because total needs enhanced for his or her panels. Firm must improved exist traditional layout in operating sections that needed unity among workers and supervisors.
They decided to enhance workers with rewards if perhaps they will get the enough production regular monthly. They chosen to prepare 6 work channels along all their five set up lines and so they made this method flexible to work with leader staff member team to assist the different assembly line (if necessary). Being a Mather of fact, it’s necessary to transform support system for new structure, managers utilized a plank at the beginning of just about every assembly line which usually describe who are person in charges? Production features and their variety? And necessary raw materials this board named dashboard that help to the business to find out the mistake or weak point points during the process. Seriously, suppliers were one of the most vital parts for their JIT and slim management. Slim companies need the correct part in a appropriate time mainly because they do not possess inventory anymore. In the beginningthere were various inconsistency between company’s detailed section and suppliers which may cause to immediate meeting among lean associates with these people and associates describe that it must be possible this kind of methods help to make extra cost to suit your needs but in while this method will improve company creation quantity and improve your selling. Mr. khandekar decided to collected every collection member (engineers, workers, etc ) together to improve their particular organization culture, for feeling team that belong he decided to take 31 min for their pray and sport activity daily.
3. 0 QUESTION 3
What resistance performed Khandekar confront in employing the modify and why?
Lean is consider probably the most important success factor in a business strategy as one of its primary focus is usually to diminish road blocks to the creation line in order to ensure smooth process circulation by eliminating waste materials. As known in the article, time waste materials was apparent throughout the office in the value chain and this requires major changes to the method flow. Since this would involve adjustment to the process circulation and directly impact how employees had been performing their task for years, it has made resentment by various sets of employees. Sooner or later, most of the departments involved are becoming defensive that belongs to them approach plus the way they do their function.
At the beginning of just about every line there have been dashboards mounted throughout the store floor, SOE and directly to the mail section. The shop engineers and personnel will content all problems that occurred at risk including the names of the persons involved. The errors discovered from various departments via lean system which are forgotten previously has formed strong resentment among the workers especially for those who were not at ease in admitting all their mistakes. This has leads to personnel blaming one another which finished out with heated fights among the departments. Furthermore, the structure modify within the group, high individual intervention in team actions and lack of synchronization between departments has contributed to high numbers of problems. One of the main reasons that contributed to this kind of resistance is definitely
for the reason that workers see the lean system as just another initiative from your management.
Furthermore, the workers bonus deals were entirely dependent on the line’s production. In the event in which throughput of the line can be hampered because of issues, workers’ productivity and also their wage will be affected as they have to wait until the issue is resolve and might need to prolong their operating hours. Consequently , the disruption was undesirable and was compounded by labour union.
Vendor administration is considered one of many toughest problems and it posed major challenges for Kalwa grow. All this whilst, vendors had been so used to supplying in batches the necessary materials and goods for the large numbers of requests by a specific date. Thus majority of the vendors may maximize the fee advantages because of supplying components in bulk. Yet , with lean implementation, the material is only required once the individual panel came up on the development line since there is no longer requires for elements to be shipped by batch or simply by customers order. The transform had a vast impact to suppliers exactly where vendors had been required to be constantly reminded of the fresh arrangement and also to deliver the products the following day time which slow down their profits since they can no longer exploit the financial systems of scale.
Additionally , the new set up in addition has leave a direct effect to the material planning group as they need to arrange buy for individual sections constantly instead of ordering to conserve and require to be in constant exposure to the suppliers to ensure the materials is sent on time.
5. 0QUESTION some
How would Khandekar deal with the immune to change?
The company looks several problems despite the benefits of successful setup were appealing. The difficulties among others contain restructuring the organization, getting the staff to accept the lean setup and controlling the level of resistance from internal and external stakeholders. Among the way Khandekar handle the resistance to alter is by
organizing getting together with to explain to the employees the importance of implementing lean to cater the growing demand for panels. This kind of lean was implemented at the shop floor which likewise requires the supporting department to adopt the lean implementation which includes layout changes, modifications in our support system, changes in merchant management and cultural problems. As for the layout change, the group head plays a role to aid the workers in maintaining the pace of the collection. The workers can press an “and on light which will would then simply light up one other “add on lamp inside the manufacturing department’s office in case there is a problem with regards to the materials or drawings. The TOP material planning or perhaps the equipment group would fulfill the worker to go over the issue and subsequently the light would be turn off upon the issue is settled. Khandekar also show up at meeting with some other head of departments to go over on the issues involve and those individual staff names which is listed on the dashboard.
The meeting which can be conducted every afternoon a couple of pm intended for an 30 minutes provides the basis for managers to identify volume of panels created for the day, how a line is definitely progressing and identify the issues that affected the line’s progress. Throughout the meeting, the issues are slowly but surely addressed; the individual staffs engaged were required to solve the matter by executing 6hkooa root cause analysis. Khandekar also deal with challenges to implement the lean while the vendors face difficulty to supply components as and when necessary when the respective panel occur line while previously the materials had been supplied in batches as per the agreed fb timeline. Hence, to overcome this problem, the slim team sessions the distributors and gives the benefit of lean program. To get short term, it was decided that vendors will manufacture the material in bulk although delivery in the materials while required by the line. Khandekar also bring in joint plea and workout session each and every assembly line at the start of every change. This concept was also brought to the personnel in workplace. All the users involved in the trim project received a T-shirt with trim logo which in turn represents the “team effort which was afterwards introduced to the employees besides to the office staff and management. Khandekar also present key performance indicators plus the workers overall performance bonuses are determine based upon the agreed panel created, i. electronic. six solar panels per day per line. The abovementioned alternatives were discovered and executed by Khandekar to handle the resistance to in order to
effectively implement the lean in Siemens’ Kalwa Plant.
six. 0QUESTION a few
How was the lean setup institutionalized inside the new system? When Siemens AG (headquarters) decided to put into practice lean manufacturing in the Kalwa factory, handful of initial actions were taken up ensure an appropriate foundation regarding knowledge and understanding of slim manufacturing will be build inside the Kalwa manufacturer. Mr. Gewald, global go get the spearheading slim project was brought in towards the Kalwa factory to educate the top management level on what lean making is all about and exactly how it can improve and gain the factory. One of first few actions that Mister. Gewald took was to type a lean implementation staff with Mr. Khandekar as the project leader and Mr. Vedak as the lean manager. Mr. Gewald with the help of consultants from Usa held few meetings with the management to clarify the potential benefits of the execution. Through thinking and recognition sessions, the consultant group also offered presentation around the successful low fat implementation consist of companies especially at Toyota. Apart from that, Mister. Khandekar and Mr. Vedak also a new series of manufacturer visits to companies which may have completed the implementation of lean making. The main reason for all this gatherings, presentation and visits would have been to create the management’s self confidence and confirm how the setup will be beneficial. Creating the idea and self-confidence of the supervision is essential in ensuring the achievements of the execution.
Once the lean team have been formed and the essence of lean manufacturing has been included in them, the team begins the rendering process. Determine 1 show the implementation process.
Observations & Analysis of Current process flow Identify Waste Area Identify Changes and Rendering Monitoring Activities
Key Actions
5. Process Mapping to understand how a current procedure works
* Current method flow chart is derived from the task mapping activity.
Key Actions
* From the made process stream chart, waste materials or non value added works are identified.
* Through brain storming, the ways and means to make this process successful are reviewed. Key Activities
2. From the analysis, changes will be identified as well as the implementation process begins. The alterations will cover: – a) Layout changes
b) Changes in support program
c) Changers in vendor administration
d) Cultural improvements.
Important Activities
* The monitoring KPIs were identified.
* A monitoring team was formed to document, analyses and report on these KPIs.
Determine 1: Setup process of slim manufacturing.
As mentioned in question one, lean manufacturing simply by principle is the elimination of waste or perhaps non-value added works. As a result, Mr. Khandekar and the slim team noticed that they need to restructure both the design and the process itself to get rid of non-value added works. Rather than blindly doing the rendering process, they first would process mapping for the current process to comprehend how functions. In the process mapping stage, the lean crew held conversation with the entire department in the value string regarding their very own process circulation. The outcome of the activity was process circulation chart. Next, the slim team analyzed the process circulation chart to recognize all non-value added inside the flow. A brainstorming treatment was completed with all the related personal to decide the changes that need to be made to make the process more efficient. At this stage the lean staff also kept meetings withall the employees to explain what slim manufacturing is about and for what reason it is important so they can adopt low fat in their workplace. This was a crucial action by the lean group as there was signs of bitterness and scepticism among the employees. From the 1st two periods of the setup process, alterations that are required to eliminate waste were identified. The changes will be as below: –
Structure Changes
The slim team noticed that physical structure of the layout needed to be changed, as there are wastage when it comes to workers movement and the movement of the merchandise or materials. For design changes, mount line principle was used. Assembly lines with workstations were created. The time every workstation was fixed and their work content material was adjusted. An efficient circulation of the companies worker activity were also deemed in the new layout. Apart from that a conversation system between worker level and the executive level was also created to improve response time. Changes in support program
Apart from structure changes, trim team likewise made within support program for the production line. The primary idea this is to present ownership principle to the production line where the owner has to be answerable to any or all problem that arise below his control. Dashboards were introduced at the beginning of each flow line. Any problems in the production collection will be focus on in the board with brand of the related personal. Gatherings will be organised on daily bases to oversee all the issues. The dashboard will also display daily out of each and every assembly line showing progress in each series. Apart from that skill assessment with the employees and top managing were also completed continuously to identify skill spaces and appropriate training happen to be arranged. Difference in Vendor Administration.
Implementing low fat manufacturing inside the Kalwa manufacturing plant alone will not be enough to eliminate waste materials. With suppliers continuously delivering material or perhaps part to conserve orders, wastage of storage or products on hand space arises in the manufacturing plant. With the accessibility to extra materials or parts, manufacturing mistake will go undetected. As such, vendor management was also required to bechanged. The key idea this is to have the correct quantity of parts available at the right time with the right quality. Vendor will need to supply each order amount accordingly rather that supplying in group. Because of some difficult faced with the vendors, short term and long term strategies were made. Long term plans are to implement trim principle with the vendor’s end. As for short term plans are definitely the implementation of pull idea of the lean system where vendors can manufacture material in bulk although deliver that to manufacturer as necessary by the series. This is to reduce storage and inventory space in the manufacturing plant. Occurs of producing mistake or defects should come to the understanding of the line managers or supervisors.
Cultural Alterations
Actions such as joint prayers and exercise period were introduced to instil a sense of team belongingness among staff. Apart for the uniform gown code are usually introduced for the low fat implementation affiliate to send the message of team hard work to all employees and managing staff.
When all the improvements have been executed according to the strategy, the next significant step that was considered is to keep an eye on the effectiveness of the alterations. With the help of Mr. Gewald, the monitoring KPIs were identified to analyze the potency of lean program on the efficiency of the manufacturer. A monitoring team was formed to consistently document, evaluate and survey on these KPIs to the Siemens AG (headquarters) about monthly bases. To overview, we can say several essential actions have already been taken to institutionalize the lean implementation in the new set-up of the Kalwa Factory. i) Before setup process was started, a proper foundation was built in the corporation by instructing the top management on the trim principles. ii) A appear implementation plan was made by the lean staff by first, examining the existing method to identify issues. Then determine ways and means to improve them. iii) The lean team extended to educate almost all employees by staff level to staff member level to assure all of them recognized the slim principles. iv) Proper monitoring was completed know the efficiency of all the adjustments made. v) Mr. Khandekar and his team as well continuously produce creative solutions for trouble such as animosity and employee issues.
What more does Khandekar need to do so that the changes are generally not reversed? There are lots of actions that Mr. Khandekar can take to make sure that the changes are certainly not reversed.
i) Constant training about lean rules.
Persons tend to dread things that they don’t understand in addition to the case of Kalwa herb, it is confirmed to be true. The moment lean implementation was first released to all Kalwa’s employees, there are signs of bitterness and scepticism among the staff. This took place because employees didn’t understand what is slim, why the management planned to implemented it and what benefit carry out they plus the company receive. Proper schooling must be supplied to all the employees to ensure their particular understanding of trim principles. The implemented adjustments can only previous if the personnel willing to work according to the changes and this can simply be achieved through understanding. The lean concepts must also be integrated to the company’s teaching programs for new employees. Constant assessment must be done to measure the level of understanding of employees especially employees as it is always difficult to reach them for their education history. An business of lean culture among all the employees inside the company is important to ensure the durability of all the implemented changes.
ii) Proper documents.
Proper documentation must be made relating to all the integrated changes. This is very important because there is an opportunity that a upcoming improvement may unintentionally reverse the modify made today. Believe myself; this tends to happen generally in the developing line. As such proper documentation can function since reference to foreseeable future employees specifically engineers when making a few improvement. Adjustments made in the technique of doing work must also end up being documented because work regular as it can work as training device for staff.
iii) Regular Auditing.
Regular auditing is important to make sure that all the changes in terms of process movement and function standard will be followed accordingly. Regular audit must also performed to all related supplier and vendors to assure their complying
with all the lean concepts.
iv) Constant Monitoring & Improvement.
Lean manufacturing is designed so that it will not leave any space for challenges and mistakes to hide whether it is implemented correctly. As such implementation of lean manufacturing will pressure all wastage, problem and mistakes to surface. The monitoring staff must be give to continually monitor for such case and ideal action has to be taken to fix or increase. Continuous durability can only be performed if improvements are completed continuously by capable persons truly be familiar with way of trim.
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