Rane TRW Steering System Pvt Ltd Use of Modular Fixtures for - - PowerPoint PPT Presentation

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Winner of Japan Quality Medal in 2011 Winner of Deming Prize in 2005 Use of Modular Fixtures for Productivity Improvement in machining Pumps

IMTMA - ACE MICROMATIC PRODUCTIVITY CHAMPIONSHIP

Rane TRW Steering System Pvt Ltd

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Vision

“To be a Leader in Domestic Hydraulic Power Steering Business, Enhance Global Presence and Diversify for growth with Technology”

Rane TRW Milestones

Products

CV Gear Pump PR&P Gear Reservoir Power Steering Fluid Seat Belts Airbags

SGD OSD

Rane TRW won Japan Quality Medal (JQM), now called as Deming Grand Prize (DGP) in 2011. 1st in Rane Group, 3rd in Indian Company & 5th in Overseas company

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Product Details

The Pump plant has different product segments such as 12 LPM (Cast Iron Pumps), 5, 7 & 16 LPM (Aluminium Pumps)

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Objective: To meet the sudden ramped up Customer demand and to sustain the market share

Brief Description of the project

Trigger for the project:

• Market buoyancy due to GST & BS4

implementation .

• IR issues at competitor place.
• Demand to a level of 39% more than

the current capacity.

• Shorter Lead time to meet the demand.
• Unpredictable Schedule fluctuations

in both domestic and export market

Demand increased from 42k to 57k per month

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 Environmental challenges:  Increased carbon foot print level.  Increase in Energy consumptions.  Increased use of chemicals,

• ils and wastes.

 Outsourcing challenges:  High lead time & development cost.  Low probability of sustaining good Quality

Challenges faced :

 New Machine Investment:  High Lead time for building new machine.  Proving the model in the new machine.  Global market demand with the machine makers  New machine investment will impact the profitability of the business.

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Solution Generation & Innovation

Earlier approach

• 1. Productivity improvement
• 2. Outsourcing of parts
• 3. Refurbishing of equipment's
• 4. New facilities addition

Innovative approach – Productivity improvement

• 1. By Process redesign.
• 2. Creating Cell Flexibility by introducing modular

fixtures (SMED).

• 3. Deskilling the process

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FY 2018-2019: Regular running models : 46 Additional NPD models : 12 We need to meet Customer Demand with increased NPD Models

Current Capacity – 220 nos/day. Demand – 320 nos/day Current Capacity – 350 nos/day. Demand – 450 nos/day

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• 1. Productivity improvement in 12 LPM Pump

Housing (Cast Iron) Cell

• 2. Cell Model Flexibility in Isuzu (5 LPM Aluminium

Pump) Line for 7 LPM Pump

• 3. Change over time reduction in 12 LPM Housing

cell-3

• 4. Introduction of New process for Internals

The following actions are taken to meet the customer demand;

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• 1. Productivity improvement in 12 LPM Pump Housing ( Cast Iron) Cell

Aim:

To increase 12 lpm Housing machining cell capacity from 220 nos to 320 nos per day.

Action:

• 1. Loading and Unloading time reduction:
• Combined multiple operations in same fixture

with Rotary table. Hence by single loading, all

• perations can be completed
• 2. Machine Time reduction:
• By mitigating to rigid clamping setup (hydraulic

clamping) and using new generation tooling, Cycle time was reduced.

HYDRAULIC CLAMPING IN SLOW MOTION

Concern :

• Loading and Unloading time high because of

multiple operations done with multiple fixtures in same machine

• Machining time high

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Result :

• 3. Combination tool was introduced to reduce the no of tools.
• 4. Thru coolant drill was used to increase the cutting feed rate.

Through coolant drill

OUTPUT OUTCOME FINANCIAL

12LPM HSG Cell Capacity Increased From 220 nos/day To 323 nos/day 100% Delivery

• 1. Cost Saving of Rs. 50L

by eliminating new machine procurement.

• 2. Sub Contract Cost

Saving Rs66L per Annum

323

Horizontally deployed to all 5 lines Cell Capacity increased to 323 nos per day

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Concern :  No free space at the top of the cradle plate.  Bottom side has the hydraulic pipe routing.

2.Cell Model Flexibility in Isuzu (5 LPM Aluminium Pump) Line:

Aim: Increase the capacity of the 7 LPM pump from 350 nos to 450 nos per day in Isuzu (5 LPM) line.

• Normally bottom of cradle plate will

not be used because of lack of space

Action :  MAKINO: Innovatively designed hydraulic fixture on both sides of the cradle and hydraulic pipelines are suitably redesigned.

• Cradle

plate height from the bed increased & space created for mounting multiple fixtures on both sides

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Action contd… :  AMS: Fixture layout has been designed in such a way that 7 LPM can also be accommodated Total machine axis stroke of 500 mm is completely utilized to accommodate the new model.

2.Cell Model Flexibility in Isuzu (5 LPM Aluminium Pump) Line:

Space identified for 7lpm fixture

Isuzu 7 LPM 500mm Stroke 7 LPM Fixture

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Result:  Capacity of 7 LPM increased from 350 to 460 Nos per day.

Flexibility created for 7LPM in ISUZU Line for increased demand.

334 334 449 447 446 437 471

350 460

100 200 300 400 500 Apr'18 May'18 Jun'18 Jul'18 Aug'18 Sep'18 Oct'18

Qty / Day

Month

Production trend after Improvement

BEFORE AFTER

OUTPUT OUTCOME FINANCIAL

7 LPM Capacity Increased From 350 nos / day to 460 nos / day 100% Delivery

• 1. By Eliminating new

machine procurement :

• Rs. 1.34 Cr
• 2. Sub Contract Cost

Saving Rs. 54 L per Annum

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EXCELLENCE AWARD – NATIONAL COUNCIL OF QUALITY CIRCLE

Standardization : Awards :

Team had participated in QCFI 32nd National Convention held at Gwalior from 21st to 24th December 2018. Team won Excellence Award which is the TOP NOTCH award in QCFI

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• 3. Change over time reduction in 12 LPM Housing cell-3

Aim: Reduce the Setup change over time in Housng cell-3

• Tools searching time
• Different Fixtures for Different

models

• No of Touches more
• First Off Inspection Time High

Concerns :

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Action-1: (Preparation)

• Proper tooling trolley provided

to reduce the tools searching time.

• Check sheet to ensure

availability of all the Tools & Gauges Action-2: (Setting change) Introduction of Common base plate to accommodate all models in a single fixture

• 3. Change over time reduction in 12 LPM Housing cell-3

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Action- 4: ( First Off Inspection) * Earlier, CMM used to check multiple Co-ordinates, which leads more first off inspection time. * Online receiver gauge introduced BEFORE AFTER Action - 3 ( Setting Change) Developed modular Fixture by locating with NRB bore – Ø26 mm (which was redesigned as a common dimension for all models).

• 3. Change over time reduction in 12 LPM Housing cell-3

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Result:

Standardization by Changeover SOP : Awards : ABK- AOTS DOSOKAI Competition won the prize

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• 4. Introduction of New process for Internals:

The Internal parts of the Pump undergoes the following process

Problems faced in Lapping process:

 Lapping contamination.  Size variation, hence selective assembly has to be done.  Additional man power is used for selective assembly.  Rotor face out (>80 micron) & Parallelism >4 microns.  For checking face out 100%, additional man power is used.

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We identified a new process called Fine Grinding  Cost of the Imported machine is Rs 4 Crs.  Used in auto industries at Germany and the US.  Discussed with Indian machine manufacturers and built a machine at Rs 72 L locally.  Rotor face-out <30 microns and parallelism <2 microns achieved.  Finally, a new process is introduced in the flow despite the pressure on demand.

1 2 3 4

LAPPING FINE GRINDING

LAPPING, 4 FINE GRINDING, 1

MAN POWER

• 4. Introduction of New process for Internals:

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Overall Result:

• Capacity of 57K Nos per month achieved.

36K Nos 15K Nos 5 LPM - 6K nos Productivity Capacity Increased from 42K to 57K Cost Savings Savings by avoiding new investments = Rs. 5.12 Cr Man Power savings = Rs 21 L By avoiding out sourcing = Rs 1.2 Cr Delivery 100% Customer plan met for past 9 months & sustaining still

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Environmental Impact:

 Eliminated 5 New machine investments  Reduced the carbon footprint level by avoiding the additional machines.  Reduced the usage of chemicals such as coolant, oil and also the waste generation is reduced.  Use of Hazardous lapping waste was completely eliminated.

Horizontal Deployment:

 Similar improvements are implemented in other Rane TRW plants (4 Plants)  Also implemented in our Supplier manufacturing plants 1.Sathya components, Chennai

• 2. Srivari alloys, Chennai

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TEI – AWARDS 2018-2019

3rd SMED Competition organized by ABK – AOTS DOSOKAI,

The team has been rewarded in Platinum Category.

Teams won Excellence Award which is the TOP NOTCH award in QCFI QCFI 32nd National Convention held at Gwalior

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• Dr. Washio Quality Trophy and the Chairman’s Excellence

Award, Rane QC Convention Rolling Trophy. Rane 12th QC Convention TEI – AWARDS 2018-2019

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Maintenance Personnel Competition (The Unsung Heroes) on 22 May 2019 at ABK – AOTS DOSOKAI Teams won the Diamond award and Gold award

TEI – AWARDS 2018-2019

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Key Merits:

We got the following customer awards for our efforts in achieving the quick ramp up

Customer Awards / Recognitions

Best Partner of the Year – Auto Division from Mahindra & Mahindra Best in Supplier Class Award from Tata Motors Best Supplier Award for New Product Development from SML ISUZU "Best Component Exports“ from Renault Nissan Best Supplier Award for NPD from VECV Business Alignment Gold Award from AL LCV

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Below are the voices of our prestigious customers for our performance

On the behalf of the management of VECV I would appreciate you for the hard work which helped in achieving the target 100%. Your quick thinking, decisive action and foresight helped to increase the production output. We appreciate the efforts taken by Rane TRW Team to ramp up & deliver HCV parts & also delivered the parts of New projects, that too in challenging situation of March.

It's your greatness to pass-on the credit of efforts majorly done by you and your team. RTSSL team is one of the most customer-centric in the

• industry. It's only because of the extra mile

traversed by RTSSL team, that we were able to achieve highest ever numbers in 6 years. Relationships, such as with RTSSL, are the ones to give a feeling of pride.

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7 8 9 16-17 17 ~ 18 18~19 7.70 8.00 8.70

7.70 8.00 8.70

Pump/man/day DIRECT EMPLOYEE PRODUCTIVITY

• Plant 2 - PUMP

7 8 9 16-17 17 ~ 18 18~19 7.30 7.60 8.30 7.30 7.60 8.30 Gears/man/day DIRECT EMPLOYEE PRODUCTIVITY

• Plant 3 - GEAR

2 2 2 16-17 17 ~ 18 18~19 2.17 2.22 2.33 2.17 2.22 2.33 Gears/man/day DIRECT EMPLOYEE PRODUCTIVITY

• Plant 1 - GEAR

60 70 80 16-17 17 ~ 18 18~19 62 73 78 62 73 78 Values In (%) Operator Utilization P 2 (%) 55 65 75 16-17 17 ~ 18 18~19 58 61 73 58 61 73 Values In (%) Operator Utilization P 1 (%) Better 65 75 85 16-17 17 ~ 18 18~19 71 77 81 71 77 81 Values In (%) Operator Utilization P 3 (%)

Over all Effects

Impact on Operations

Better Better Better Better Better

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500 650 800 16-17 17 ~ 18 18~19 524.67 624.39 740.21 524.67 624.39 740.21 Values in Crs. NET SALES Better 20 25 30 16-17 17 ~ 18 18~19 22.8 27.00 29.30 22.8 27.00 29.30 Values In (%) ROCE (%) Better 1.4 1.9 2.4 16~17 17~18 18~19 1.46 1.60 2.00 1.46 1.60 2.00 NOs. Kaizen/Employee/Month 50 65 80 16~17 17~18 18~19 55.00 67.00 74.00 55.00 67.00 74.00 SCORE GPTW 2.1 2.4 2.7 16~17 17~18 18~19 2.17 2.50 2.60 2.17 2.50 2.60 NOs. Suggestion/Employee/Month Better Better Better

Impact on Business & Impact on People

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End of Presentation