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CHAPTER 5
CASE STUDY ON IMPLEMENTING THE
L6QMS-2008 MODEL IN A MANUFACTURING COMPANY
5.1. INTRODUCTION
A historical review would reveal that, manufacturing companies
have also been the forerunners in implementing the techniques of TQM.
Particularly, QMS pertaining to ISO 9000 series standards had been first
implemented in manufacturing companies. In this direction of progress,
manufacturing companies have been the front runners in implementing the
latest versions of ISO 9000 series standards. In line to this observation,
modern manufacturing companies have been increasingly implementing ISO
9001:2008 standard based QMS. In this context, during the pursuance of the
doctoral work being reported here, it was presumed that a case study in a
manufacturing company was required to be carried out for investigating the
practicality and compatibility of L6QMS-2008 model. In order to meet this
necessity, a case study on L6QMS-2008 model was carried out in a
manufacturing company. This case study is reported in this chapter.
5.2. CASE STUDY
The case study being reported here was carried out in a company
to as LRT). LRT is located in Coimbatore city of India. LRT was started in
the year 1975 with less than 100 employees. In LRT, ring traveller, textile
machining accessories, precision components, profile cutting machine, steel
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castings and slub yarn attachments and certain engineering items are
produced. LRT largely supplies its products and provides services to its sister
company by name Lakshmi Machine Works Limited (LMW).
and services are also supplied and offered to many textile mills too.
LRT is housed in an area of 3,500 square metres and equipped with
125 machineries. The current employee strength of LRT is over 1000. The
annual turnover of LRT is 100 crores INR (which is more than 20 million
US$). LRT is certified by Underwriters Laboratory to ISO 9001:2000
standard based QMS. Recently 5S housekeeping technique has been installed
in LRT. On the whole, scientific environment partially prevails at LRT. This
environment was supportive towards the conduct of the case study on
implementing L6QMS-2008 model. The timeline indicating the
implementation of the 20 steps of L6QMS-2008 model at LRT is shown in
Figure 5.1. These 20 steps carried out during this case study are narrated in
the following parts of this section.
Step 1. Appointment of the coordinator: Before beginning the case study, the
author of this thesis approached Mr.B.Mohandas, the Head-Personnel/Human
Resources of the LRT on 11th June, 2011 at the head office located at
Coimbatore city. With the aid of power point slides, the author explained the
Head-Personnel/Human Resources about the ideology behind integrating
Lean Six Sigma with ISO 9001:2008 standard based QMS. After this
presentation, Head-Personnel/Human Resources asked the author of this
thesis to wait for a week for getting the approval from the top management to
initiate the implementation of the L6QMS-2008 model.
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11th June, 2011 -Personnel/Human Resources 5th July, 2011 Appointment of the coordinator 7th July, 2011 Conduct of cognizance programme
11th July, 2011 Boardroom discussion on Modalities 12th July, 2011 Meeting with the Heads of LRT-Unit-II 13th July, 2011 Meeting with the Heads of LRT-Unit-II 13th July, 2011 Submission of the additional quality manual 15th July, 2011 Finalisation of the additional quality manual 15th July, 2011 Define phase instruction class for L6P0001 15th July, 2011 Review meeting of Define phase of L6P0001 16th July, 2011 Define phase instruction class for L6P0002 16th July, 2011 Review meeting of Define phase of L6P0002 18th July, 2011 Measure phase instruction class for L6P0001 19th July, 2011 Measure phase instruction class for L6P0002 20th July, 2011 Analyse phase instruction class for L6P0001
3rd August, 2011 Beginning of data collection for L6P0002 10th August, 2011 Submission of data collected for L6P0002 13th August, 2011 Review meeting of Measure phase of L6P0002 14th August, 2011 Analyse phase instruction class for L6P0002 14th August, 2011 Improve phase instruction class for L6P0001 20th August, 2011 Review meeting of Analyse phase of L6P0002 21st August, 2011 Improve phase instruction class for L6P0002 21st August, 2011 Control phase instruction class for L6P0001
2nd September, 2011 Review meeting of Analyse phase of L6P0001 3rd September, 2011 Control phase instruction class for L6P0002 3rd September, 2011 Review meeting of Improve phase of L6P0002 9th September, 2011 Review meeting of Analyse phase of L6P0001 9th September, 2011 Review meeting of Improve phase of L6P0001
24th September, 2011 Review meeting of Control phase of L6P0001 3rd October, 2011 Review meeting of Control phase of L6P0002 17th October, 2011 Documentation of the L6QMS-2008 projects
2nd November, 2011 Discussion with Head-Operations 4th November, 2011 Submission of Report to top management
12th November, 2011 Discussion Figure 5.1. Timeline of L6QMS-2008 implementation at LRT
After obtaining permission from the top management, the Head-
Personnel/Human Resources communicated to advise the author to initiate the
implementation of L6QMS-2008 -
-Unit- -Personnel/Human
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Resources also informed that, the author of this thesis has been appointed as
the coordinator of the L6QMS-2008 model implementation by the Managing
Director of LRT. The Head-Personnel/Human Resources advised the
coordinator over mobile phone to meet the Head-Operations of LRT-Unit-II
on 5th of July, 2011. The coordinator visited the LRT-Unit-II on 5th of July,
2011 and had a discussion with the Head-Operations on the implementation
of L6QMS-2008 model. Then both of them discussed about the schedule of
implementing the L6QMS-2008 model. The coordinator suggested the
conduction of a cognizance programme for the employees of the LRT-Unit-II
possessing
Step 2. Conduct of cognizance programme by the coordinator: The
coordinator organized the cognizance programme for 35 employees
in the conference room of LRT-Unit-II on 7th of July, 2011. This cognizance
programme was also participated by all the heads of various departments and
their subordinates. The Head-Operations introduced the coordinator to the
employees of LRT-Unit-II. After the introductory speech delivered by the
Head-Operations, the coordinator created awareness on Lean, Six Sigma and
L6QMS-2008 model through the conduct of the cognizance programme. The
coordinator conducted the cognizance programme by mixing English and
Tamil languages to enable the audience to clearly understand the nuances of
Len, Six Sigma and L6QMS-2008 model.
After creating the awareness on L6QMS-2008 model, the
coordinator answered to the queries raised by the participants. One of the
participants suggested the extension of scope of L6QMS-2008 model to
include ISO 14001 based Environmental management system. The
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coordinator responded by pointing out that, few researchers and practitioners
have attempted the integration of ISO 9001, ISO 14001, OHSAS 18001
improvement strategy like Lean Six Sigma has not been integrated with any
of these management systems. An issue query raised by another participant
was on the usefulness of the 5S implementation already in progress in the
LRT-Unit-II. The coordinator responded by mentioning that, 5S and
standardised work stay as the foundation of the implementation of Lean Six
Sigma programme. The coordinator also stated that, the implementation of 5S
progress followed by the implementation of Lean Six Sigma programme
would only be beneficial to LRT-Unit-II. At the end of the cognizance
programme, the participants gained basic knowledge on the implementation
of L6QMS-2008 model in LRT-Unit-II.
Step 3. Boardroom discussion on modalities: The modalities of implementing
the L6QMS-2008 model were discussed by the coordinator in the boardroom
with the Head-Operations, Head-Works, and Assistant manager
(Personnel/Human Resources) on 11th of July, 2011. These members
discussed about the problem solving potential of L6QMS-2008 model. In this
regard, Head-Operations suggested that, the L6QMS-2008 model may be
implemented in LRT-Unit-II. Subsequently, Head-Operations recommended
the solving of two organisational chronic issues at LRT-Unit-II through the
implementation of L6QMS-2008 model.
Head-Operations mentioned that the alarming rate of manpower
attrition has been a recent issue in LRT-Unit-II. Head-Works also added that
the learning of Overall Equipment Effectiveness (OEE) would benefit in
implementing the TPM by improving the availability, lead time, efficiency
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and quality of the various machines in LRT-Unit-II. The members of the
boardroom meeting concluded that, the L6QMS-2008 model could be applied
in LRT-Unit-II to solve these issues. In case of successful solving of these
two issues, the L6QMS-2008 model would be institutionalised at LRT-Unit-
II. Subsequent to this conclusion, the coordinator and Head-Operations had
discussions on adding the additional elements to the quality manual to suit the
implementation of the L6QMS-2008 model in LRT-Unit-II.
Step 4. Meeting with various heads of the LRT-Unit-II: The coordinator had
discussions individually with four of the heads responsible for different LRT-
Unit-II activities on 12th and 13th of July, 2011. After these discussions, the
coordinator was given to understand that, the Head-Operations is the
personnel in-charge of the entire LRT-Unit-II. The Head-Operations is the
MR of the ISO 9001:2008 proceedings at LRT-Unit-II. After discussing with
Assistant manager (Personnel/Human Resources), the coordinator understood
that manpower attrition and absenteeism have been alarming in LRT-Unit-II.
At this juncture, the Head-Maintenance and Head-Works furnished
information about the breakdown of machines.
Step 5. Discussion with the Management Representative: The coordinator
discussed about the present status of implementing ISO 9001 based QMS at
LRT-Unit-II with Head-Operations on 12th of July, 2011. As the Head-
Operations is the MR of LRT-Unit-II, he approved the appending of existing
ISO 9001 based QMS with additional elements to meet the requirements of
the L6QMS-2008 model.
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Step 6. Identification of additional elements: The MR and the coordinator
prepared the additional QMS elements to be added in the existing QMS of
LRT-Unit-II. These additional elements included the L6QMS-2008 project
training requirements, L6QMS-2008 project execution procedures, L6QMS-
2008 project documentation, L6QMS-2008 project records, belt based
training infrastructure for executing L6QMS-2008 projects and L6QMS-2008
Step 7. Discussion with Head-Operations: The coordinator had discussions
with the Head-Operations on 13th of July, 2011 about the requirements of
developing the additional QMS elements for implementing the L6QMS-2008
model. After this discussion, Head-Operations permitted the coordinator to
prepare the additional QMS elements for implementing the L6QMS-2008
model in LRT-Unit-II. However, Head-Operations mentioned that, the
additional quality manual for implementing the L6QMS-2008 model may be
kept separate from the existing QMS until it is completely implemented.
Step 8. Preparation of additional elements by the coordinator: The
coordinator developed the additional QMS elements that are essential to
institutionalise the L6QMS-2008 model in LRT-Unit-II. These additional
elements were compiled as a separate additional quality manual.
Step 9. Submission of additional elements to the top management: After
completing the preparation of additional elements, the coordinator submitted
the additional quality manual to the Head-Operations in the afternoon session
of 13th July, 2011. The Head-Operations thoroughly perused the additional
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quality manual and suggested few corrections and refinements that would suit
the implementation of L6QMS-2008 model in LRT-Unit-II.
Step 10. Preparation of corrected and refined additional quality manual with
amendments: Based on the corrections and refinements suggested by the
Head-Operations, the coordinator modified the additional quality manual. The
coordinator submitted the modified additional quality manual to the Head-
Operations. The contents of the modified additional quality manual were
found to be satisfactory from the perception of Head-Operations. Hence, this
version of additional quality manual was finalised for carrying out the
implementation of the L6QMS-2008 model at LRT-Unit-II on 15th of July,
2011.
Step 11. Listing of actions: The coordinator generated an electronic folder
L6QMS-2008 model at LRT-Unit-II. The contents of this folder are shown in
Figure 5.2. As shown, the folder encapsulates four subfolders namely
subfolder contains the training class materials in the form of five MS-Office
Power Point Presentation files for executing the five phases of a L6QMS-
2008 project. The contents of L6QMS-2008 model and the additional quality
manual developed have been stored in the form of MS-Word documents in
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The coordinator developed procedures for implementing the five
phases of the L6QMS-2008 project at LRT-Unit-II. These procedures have
been stored as MS-
was created for the purpose of storing
the records of the completed L6QMS-2008 projects. The MS-Word file
personnel trained during the implementation of the L6QMS-2008 model at
LRT-Unit-II.
Step 12. Development of belt based training infrastructure: The coordinator
and Head-Operations chose the belt team personnel for implementing the
L6QMS-2008 projects for dealing with the two chronic issues discussed in the
boardroom meeting. Head-Operations took the responsibility of serving as
The Assistant Manager (HR and Personnel) was designated as the Black Belt
and two of his subordinates were designated as the Green Belts.
one Black Belt and one Green Belt. The Head-Works was designated as Black
Belt and one of his supervisors in Production department was designated as
Green Belt. The belt personnel involved during the course of implementing
L6QMS-2008 model at LRT-Unit-II are shown in Figure 5.3.
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Mr.D.Rajarethinam
Head-Operations
(Champion cum Master Black Belt)
Mr. Maria James Dhanaraj
Assistant Manager (HR and Personnel)
)
Mr.N.Kanagasapabathy
Head-Works
(Black Belt of
)
Mr.M.Padmanaban and Mr.K.T.Dinesh Kumar
Officers (HR and Personnel)
(Green Belts
)
Step 13. Conduct of instruction classes: As the belt personnel of both the
L6QMS-2008 projects did not have common free time to attend the
instruction classes jointly, the coordinator decided to conduct the instruction
all
these belt team personnel were held in HR and Personnel department. On the
other hand, instruction classes were conducted only to the Black Belt in the
case of the OEE enhancement project. The Green Belt of this project was
assigned the duty of gathering data. Hence, the instruction classes were not
attended by this Green Belt. The members of LRT-Unit-II were highly busy at
work. So, the belt personnel of both projects asked to conduct instruction
Figure 5.3. Belt personnel of involved at LRT-Unit-II in the two of
L6QMS-2008 projects
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classes by consuming minimum possible time. Hence, the coordinator
conducted the instruction classes in phases for a duration of not more than
half an hour. The instruction classes for all the phases of
rate reduction were held on 15th July, 18th July, 20th July, August 14th
and August 21st of the year, 2011. On the other hand, the instruction classes
for all the phases of were held on 16th July, 19th
July, August 14th, August 21st and September 3rd of the year, 2011.
Step 14. Beginning of L6QMS-2008 projects: The belt personnel of both
projects began to implement their respective L6QMS-2008 projects in phases
after the conduct of instruction classes by the coordinator. The coordinator
monitored the execution of the L6QMS-2008 projects once or twice a week.
The Head-Operations also monitored the L6QMS-2008 projects either
directly or through the communications made by the coordinator.
Step 15. Execution of L6QMS-2008 projects: After attending the instruction
classes in each phase, belt personnel of both L6QMS-2008 projects
implemented the applicable tools and techniques to execute their projects. The
execution of the projects was monitored and guided by the coordinator. As the
nature of both the projects varied, the implementation time and difficulties
faced also varied widely. The manpower attrition rate reduct project was
titled as L6P0001 and the OEE enhancement project was titled as L6P0002.
After the execution of each phase, the progresses of both these projects were
reviewed separately.
Step 16. Review of progress of L6QMS-2008 projects: The coordinator
reviewed the execution of both L6P0001 and L6P0002 projects in phases. As
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the nature of the projects varied, the coordinator reviewed the projects
separately. The reviewed details of progress of project L6P0001 are
enumerated first and then that of project L6P0002.
Review of L6P0001 project
During the Define phase, the belt personnel of L6P0001 developed
the project charter, High level process map, RACI (Responsibility-
Accountability-Consultancy-Inform) diagram and Quad chart. After
developing these tools and techniques, the review meeting of the Define phase
of L6P0001 was held on 15th July, 2011. In the project charter prepared by the
belt personnel of L6P0001, the project name, project number, problem
statement, project scope, project objectives, business need and the team
members were listed. This project charter is shown in Table 5.1.
Table 5.1. Project charter developed by the belt personnel of L6P0001
project at LRT-Unit-II
Project Number L6P0001
Start Date July 15, 2011
Project Name Manpower attrition
Problem
Statement
Project Scope Limited to develop a new scheme to reduce manpower
attrition.
Project
Objective
To develop a new scheme to reduce the manpower
attrition rate
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Table 5.1. (Continued)
Business need
impact
Quality products at reduced lead
times
impact
Stabilised work atmosphere with
employee satisfaction.
Organisational
impact
Savings in terms of amount spent
on training, Execution of
organisational works without the
barricade of shortage of employee.
Team members Champion Mr. D. Rajarethinam
Master Black Belt Mr. D. Rajarethinam
Black Belt(s) Mr. Maria James Dhanaraj
Green Belt(s) Mr.M.Padmanaban and
Mr.K.T.Dinesh Kumar
The High level process map was drawn by the team members to
identify the possible reasons resulting in manpower attrition. This map is
shown in Figure 5.4. The manpower attrition rate represented in terms of a
Manpower Attrition rate Y = f(Work environment, Salary, Monetary benefit,
Management organisational Structure, gap in policies, Hierarchical structure,
lack of supervisory skills, Management Objective, Management Involvement,
Infrastructure, Motivational activities, Lack of development activities).
The coordinator provided the RACI diagram that indicates the
roles of the organisational members involved in LRT-Unit-II at various levels.
These roles have been made common for both L6QMS-2008 projects in LRT-
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Unit-II. This RACI diagram is shown in Table 5.2. The Quad chart developed
for L6P0001 included problem statement, current process impact, L6QMS-
2008 project budget and project goals. This Quad chart is shown in Table 5.3.
As shown, this Quad chart also included the L6QMS-2008 project milestones.
After the completion a particular phase, the milestone of this phase was
shaded black. The Quad chart was used for communicating the progress of
L6QMS-2008 project. In the Define phase review meeting, the belt personnel
of L6P0001 project also discussed about making plans for the execution of
Measure phase.
1. Work environment
2. Salary
3. Monetary benefit
4. Management organisational
structure
5. Lack in policies
6. Hierarchical structure
7. Lack of supervisory skills
8. Management objective
9. Management involvement
10. Infrastructure
11. Motivational activities
12. Lack of development activities
Y = f(x1, x2, x3, 12)
Figure 5.4. High level Process Map of L6P0001 project
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Table 5.2. RACI Diagram of the projects L6P0001 and L6P0002
Define Measure Analyse Improve Control
Black Belts R A R R
Green Belts R
Master Black Belt I I A I A I I
Champion A I I I
Business Owner C I C A I
Manager C C I I C R I
Process Owner C C C C C I
Subject Matter Expert I C C
Financial
Representative
C I
Table 5.3. Quad Chart drawn for L6P0001
Problem/need statement
Manpower attrition.
imbalance in LRT-Unit-II.
Current process impact
Current manpower attrition.
L6QMS-2008 project budget
Budget is needed after the
development of new scheme.
L6QMS-2008 project goals
Development of new scheme to
reduce the manpower attrition.
New scheme will yield benefits to
employees, customers and
organisation
L6QMS-2008 project milestones
Define
Measure
Analyse
Improve
Control
Define
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The belt personnel of L6P0001 project collected data for three
months to measure the manpower attrition rate that is prevailing in the LRT-
Unit-II. The data collected in the months of June, July and August of the year
2011 revealed that the manpower attrition rate prevailed at LRT-Unit-II
during these months were 86%, 62% and 53% respectively. In the review
meeting of Measure phase held on 2nd of September, 2011, the belt personnel
of L6P0001 project updated this status of information. The coordinator
supplied the inputs to carry out the root cause analysis pertaining to the
manpower attrition occurring at LRT-Unit-II. The belt personnel carried out
the root cause analysis of the manpower attrition rate that was prevailing at
LRT-Unit-II.
The Job Satisfaction has a direct impact with the manpower
attrition. Hence, the cause and effect diagram pertaining to Job Satisfaction
was prepared. This cause and effect diagram is shown in Figure 5.5. In the
review meeting of Analyse phase held on 9th of September, 2011, the
coordinator issued instructions for the purpose of identifying the improvement
areas to reduce manpower attrition. In the review meeting of Improve phase,
the Black Belt of project L6P0001 discussed the essential features of
achieving improvement with the coordinator. The outcomes of this discussion
are listed below:
The reduction in absenteeism and overtime would reduce the
manpower attrition. This is highly essential because the occurrence of
absenteeism results in making another person to take over some
additional work that would result in increased physical and mental
stress for the person working overtime. This in turn leads to the
attrition of manpower.
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The flow of motivational activities from higher level personnel to the
bottom level employees would help in making the working personnel
sustain at work.
The conduction of counselling and grievance hearing for the working
personnel at all levels also would reduce the manpower attrition rate.
Based on the above improvement avenues suggested in the review
meeting of improve phase held on 9th of September, 2011, the control actions
were prepared by the Black Belt of project L6P0001 and the coordinator.
These control actions necessary to reduce the manpower attrition are
mentioned below:
Control actions Set-I: In first stage of manpower attrition rate reduction, the
following necessary control actions are to be taken by LRT-Unit-II.
Provision of on-the-job training
Conducting orientation programmes
Execution of department meetings at regular intervals
Promoting team work
Hearing suggestions from the employees
Development of organisational chart
Grievance hearing and handling
Control actions Set-II: The second set of control actions suggested are listed
as follows.
Job rotation
Employee Motivation
Improving the communication methods
Control actions Set-III: The following third set of control actions was
suggested to reduce the manpower attrition rate at LRT-Unit-II.
Training to develop multi-skills among employees
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Stabilised work environment
Welfare facility enhancement
Infrastructure development activities
With the compilation of the above control actions suggested for
reducing the manpower attrition rate at LRT-Unit-II, the activities of
L6P0001 were electronically recorded. These control actions and
documentation work were discussed in the review meeting of Control phase
held on 24th of September, 2011.
Review of L6P0002 project
Like in the case of carrying out L6P0001, review meetings were
held during each phase of the project L6P0002. After the completion of the
project charter, High level process map, SIPOC diagram and Quad chart, the
review meeting of Define phase was held with Head-Works in his cabin on
16th of July, 2011. Only Head-Works (Black Belt of the project L6P0002) was
actively involved in the L6P0002 project. Hence, the review meetings were
held in the cabin of Head-Works with the coordinator.
As pointed out earlier, the coordinator preferred to have the same
RACI diagram used for the project L6P0001. In the project charter of
L6P0002, the project name, project number, problem statement, project scope,
project objectives, business need and the team members were denoted. This
project charter is shown in Table 5.4.
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Table 5.4. Project charter of L6P0002 project
Project
Number
L6P0002
Start Date July 18, 2011
Project Name Improving Overall Equipment Effectiveness (OEE) of
the machines at LRT-Unit-II
Problem
Statement
Chronic maintenance failures occur in the machines at
LRT-Unit-II
Project Scope Implementation of TPM limited to the machines at
LRT-Unit-II
Project
Objectives
To improve the OEE of the machines at LRT-Unit-II.
To make all the machines available during 24×7 hours.
Business need
impact
Uninterrupted supply of outputs from
the machines at LRT-Unit-II
impact
Reduced employee stress on
maintenance
Organisational
impact
Cost savings from the postponement
of machine depreciation and meeting
the customer deadlines without any
difficulty.
Team
members
Champion Mr.D.Rajarethinam
Master Black
Belt
Mr.D.Rajarethinam
Black Belt Mr.N.Kanagasapabathy
The High level process map prepared by the Black Belt of
L6P0002 project in accordance with the OEE formula is shown in Figure 5.6.
The OEE represented as the function of Y is shown below:
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OEE, Y = function (Availability, Performance Efficiency, Quality)
= Availability × Performance × Quality
The SIPOC diagram prepared pertaining to a machine known as
Makino a51 at LRT-Unit-II is shown in Table 5.5. Makino a51 was chosen
for carrying out the pilot study and the Quad chart was prepared by the Black
Belt for the Makin a51 machine. This Quad chart is shown in Table 5.6.
Similar to project L6P0001, the Quad chart prepared for L6P0002 was utilised
for the communication purpose.
Table 5.5. SIPOC diagram prepared for Makino a51 machine
Supplier Input Process Output Customer
Companies
situated
around
Coimbatore
Engineering raw
materials
Makino
a51
Engineering
products
LMW and
many other
textile
companies
Availability (A)
Performance Efficiency
(PE)
Quality (Q)
Y = f (A, PE, Q)
Figure 5.6. High level process map
143
Table 5.6. Quad Chart prepared for carrying out the pilot study
involving machine Makino a51
Problem/need statement
Chronic breakdowns occur
in Makino a51.
Makino a51 has to function
through 24×7 hours.
Current Process Impact
500 components are
required to be produced
using Makino a51.
L6QMS-2008 project budget
Budget may allow the
allocation of sufficient
fund in the case of any
improvement task to be
implemented in Improve
phase.
L6QMS-2008 project goals
Improve the OEE of
Makino a51
Making the machine
available during 24x7 hours
L6QMS-2008 Scoreboard
(Milestones)
Define
Measure
Analyse
Improve
Control
In the Define phase review meeting, the coordinator requested the
Black Belt to collect data by availing the help of a Green Belt. Accordingly, a
supervisor was asked to collect the data required to calculate the OEE
calculation of Makino a51. Before carrying out the data collection process,
the data collection and analysis plan was made by the Black Belt. This data
collection and analysis plan is shown in Table 5.7. The necessary data
required for estimating Availability, Performance Efficiency and Quality were
gathered. The Gemba based data collection was made in every shift by the
Green Belt. The data thus collected from August 3rd to August 10th, 2011 and
Define
144
the OEE values calculated in these shifts are shown in Table 5.8. As the
machine Makino a51 was machining the same type of component, the set up
time was zero throughout the period of data collection. The component had to
spend a machining time of 0.035 hours in Makino a51. Also during every
shift, the Makino a51 was stopped for a duration of half an hour. No time was
spent to carry out preventive maintenance as well.
The OEE values were calculated using the following formula
OEE = Availability × Performance Efficiency × Quality
where,
A = Availability = Operating time ÷ Loading time
= (Loading time Unscheduled downtime Setup time) ÷ Loading time
Loading time = Time Available Planned downtime
Planned downtime (like breaks for operator and for carrying out preventive
maintenance)
PE = Performance Efficiency
= Ideal cycle time × Total throughput ÷ Operating time
Q = Quality = (Total throughput Total Defects) ÷ Total throughput
After the completion of these works, the coordinator and Black
Belt had the review meeting of Measure phase. In this review meeting which
was held on 13th of August, 2011, both of them discussed about the OEE
values obtained. In the analyse phase, based on the OEE values obtained, it
was found that there was no scrap or rework being obtained from Makino a51.
Hence, the Quality was maintained at Six Sigma level. From the second
perspective, the Makino a51 was operating with the average performance
efficiency of 92% and standard deviation of 2%. The performance efficiency
of Makino a51 was in the range between 90% and 98%.
148
Majority of the problem was discernable from the Availability point
of view. The Makino a51 was available at an average of 83% of the time and
the standard deviation was 16%. The Availability percentage value was in the
range between 47% and 100%. Hence, it was concluded by the Black Belt and
coordinator that inconsistency in Availability of Makino a51 has to be
overcome. In order to carry out in-depth analysis about the Availability, the
reasons for the non-availability of Makino a51 were identified. Pareto chart
were drawn to portray the non-availability reasons against the frequency of
occurrence and duration of non-availability. These two Pareto charts are
shown in Figures 5.7 and 5.8.
Figure 5.7. Non-availability reasons versus the frequency of occurrence
149
As shown in Figures 5.7 and 5.8, it was evident that five reasons
were identified for the non-availability of Makino a 51 during the period of
these five reasons, the power shutdown of two hours is unavoidable due to the
scheduled power cuts being implemented by the Government in and around
the city of Coimbatore. In the review meeting of the Analyse phase held on
20th of August, 2011, these executed works were discussed and the plan for the
necessary improvement actions was made.
In the Improve phase, the rectifiable non-availability issues were
addressed. Fixture problems were addressed through proper monitoring of
fixture calibration. The tools were made available to the machines at the right
Figure 5.8. Non-availability reasons versus the duration of non-availability
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time. This fixed the problem of unnecessary waiting for tools. The operator
unavailability issue was resolved through proper supervision. The occurrences
of machine breakdown and delay in fixing the machines were addressed
through the following rectification steps
Timely availability of spares (identification of spares quantity and
follow up in making the spares available)
Developing proper communication channels between production and
maintenance team
Retaining the logbook
Follow-up action of spares purchase
Scheduling preventive maintenance
Monitoring of preventive maintenance
Maintenance action plan
Shift planning
The implementation and sustainment of the above improvement
actions were planned in the improve phase review meeting held on 3 rd of
September, 2011. In the Control phase, the Standard Operating Procedures,
Work instructions and training methods were improved to facilitate the
execution of the improvement actions. After making these improvements in
the project L6P0002, the project work was recorded. These control actions and
recording work were discussed by the Black Belt with the coordinator in the
review meeting of Control phase held on 3rd of October, 2011.
Step 17. Electronic documentation of the L6QMS-2008 projects and listing of
the trained belt personnel: The coordinator electronically documented the
L6P0001 project of L6QMS-
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an MS Word file ti
stored as MS
Mr. Maria James
Dhanaraj were listed as Black Belts in the MS of
, Mr.M.Padmanaban and
Mr.K.T.Dinesh Kumar were listed as Green Belts. The coordinator completed
these documentation processes on 17th of October, 2011. The coordinator
informed the details of these L6QMS-2008 project files and the updated
trained belt personnel list to the MR.
Step 18. Quantification of the performance of L6QMS-2008 projects: The
coordinator and the Head-Operations (the personnel in charge as MR,
Champion and Master Black Belt) discussed about the improvements realised
through the implementation of the projects L6P0001 and L6P0002 on 2nd of
November, 2011. According to this quantification, the project L6P0001
showed the ways of reducing the manpower attrition rate at LRT-Unit-II
intangibly by providing stabilised work atmosphere, improved lead time and
significant reduction in training expenses. The project L6P0002 aided the
LRT-Unit-II in identifying the hidden wastes namely waiting and processing
issues. The implementation of TPM would serve LRT-Unit-II to clearly
improve the OEE resulting direct savings through reduced lead time and
enhanced indirect savings through machine utilisation. These tangible and
intangible benefits revealed the prowess of the L6QMS-2008 projects
executed through the implementation of L6QMS-2008 model in LRT-Unit-II.
This way, the L6QMS- tools and techniques, imparting training,
project execution and electronic documentation triggered the continual
improvement in LRT-Unit-II.
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Step 19. Appraisal of benefits achieved to the top management personnel: The
coordinator submitted a report on the L6QMS-2008 model implementation at
LRT-Unit-II to the Head-Personnel/Human Resources on 4th of November
2011. The Head-Personnel/Human Resources assured the coordinator that the
feedback of the L6QMS-2008 model implementation at LRT-Unit-II would be
given within a week.
Step 20.Top management review on the performance of L6QMS-2008 model:
In response to the invitation of the Head-Personnel/Human Resources, the
coordinator met him on 12th of November, 2011. The Head-Personnel/Human
Resources mentioned that after reading the report, he had a discussion with the
Chief Executing Officer. After their discussion, it was decided that, the
L6QMS-2008 project outcomes would be examined for implementation in the
LRT-Unit-II from the perspectives of man power attrition rate reduction and
OEE enhancement. Based on these outcomes, the top management would
plan for the expansion of the implementation of L6QMS-2008 model at LRT-
Unit-II.
5.3 CONCLUSION
The practicality of implementing L6QMS-2008 model in LRT-
Unit-II was investigated by availing the support of management personnel and
employees. The experiences of conducting this case study indicated the
practical feasibility of incorporating Lean Six Sigma principles with the ISO
9001:2008 standard based QMS by employing L6QMS-2008 model. In other
words, Lean Six Sigma implementation could be carried out under the
umbrella of ISO 9001:2008 standard based QMS at LRT-Unit-II by employing
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L6QMS-2008 model. On the whole, this case study indicated the practical
compatibility of L6QMS-2008 model. It was also found that the
implementation of the L6QMS-2008 model would act as a vehicle to solve the
chronic problems that lead to the quality failures and wastes. However, the
easiness and challenges of implementing L6QMS-2008 projects varied based
on the situation prevailing in LRT-Unit- -
- -Unit-II
are discussed in the next chapter.