work content of production team leader

7/28/2019 work content of production team leader

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14.07.10

History of the Company

WABCO India Ltd is the leading provider for air brake actuation systems for

commercial vehicles.

The company supplies original equipment fitments for vehicles and trailers

manufactures. They have three manufacturing facilities, two in Chennai,

Tamil Nadu, and one in Jamshedpur, Jharkhand.

The company has pioneered the manufacture of air-assisted and air brake

systems for commercial vehicles in India.



14.07.10

Major Customers

Ashok Leyland, Force Motors,

Tata Motors, Tata Cummins.

Vehicle Factory (Jabalpur),

Bharat Earthmovers,

Tafe,

Volvo,

Sutlej,

Caterpillar,

Eicher Motors,

Swaraj Mazda,

Mahindra & Mahindra,



14.07.10

Value added activity

Value-added activities change the form, fit, or function of a product or service.

These are things for which the customer is willing to pay.

Non-Value added activity

Activities that do not add value to the process are called non-value-added activities.

These activities are something for which the customer would be unwilling to pay for.

Don't help create conformance to the customer specification’s.

What is VA and NVA?

Meaning of Value added and Non-Value added activities



14.07.10

Approach Activity of Team leader

Categorizing the activity

Compilation

Discuss with production team leader

Discuss with value stream leader

Action to reduce NVA

Analysis

Standardization of activity

Weekly MonthlyDaily

Essential

Non-Value AddedValue Added

Planning

Improvement

Maintenance

Safety

Quality

Delivery

Training

Supervision

Documentation

Material follow-up

Meeting

Phone calls

Computer

Non-Essential

Steps and structure of the work plan of the project



14.07.10

Title:

Study work content of production team leader.

Objective:

To analyze the Value added and Non-Value added of the daily work and eliminate NVA’s

by 50%.

Target:

To establish the standardization of work for line leader and production team.

Overview of the project


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Observation and categorization of activitySelect PT Leader

VSSS

C & B1C & B1 Crankcase Actuator VDC2 VDC1

18 samples

Optimize VA

Reduce NVA

Time study of production team leader and differentiate the VA and NVA

http://localhost/var/www/apps/conversion/tmp/scratch_9/wabco_sourcefile/Overall_summary.xls



Compilation

Planning, 42, 9%

Delivery, 26, 5%

Analysis, 24, 5%

Improvement, 19, 4%

Maintenance, 65, 14%

Training, 26, 6%

M/C Work, 49, 10%

Quality, 28, 6%

Safety, 9, 2%

Meeting, 13, 3%

Supervision, 65, 14%

Material followup, 46,

10%

Documentation, 24, 5%

Computer, 34, 7%

The time spend on most important activities like improvement, analysis, quality,& safety is less

278,

59%

192,

41%

VA

NVA



Identification of Non – Essential NVA

http://localhost/var/www/apps/conversion/tmp/scratch_9/wabco_sourcefile/non-essential.xlsx



Overall sum and observation of NVA’s




Chi-Square test ……



Action to reduce NVA

S.No Findings Actions

1 Time spend on most important activities like quality,safety, improvement & analysis is less

Analysis of quality problems, checking the first hour quality pieces of each session, countermeasure for customer

complaints, ensuring pending conformities and non

conformities are included in proposed standardized format.

2 The activities are studied, sequenced up on relative

functions and are scheduled in order

3 Certain activity are missing and are not followed

regularly.

Updating hourly monitoring, DRM1,DRM2,DRM3 &

training to new operators are proposed to held regularly.

4 Non-Essential functions are included Non-Essential NVA’s moving trolley , material update

status with IQC are eliminated

5 Time spend on certain activities are very high Time spend on maintenance, material follow-up,

&delivery are reduced.

Analysis to reduce NVA

St d di d k f d ti t l d D il



Standardized work of production team leader - Daily

Team leaders’ daily work standardized

NVA53.55-4.00Meeting with next shift Team leader, sheet handover and log book fillingMeeting34

VA53.50-3.55Check the rejected pieces of the shift and recordQuality33

NVA103.40-3.50Updating Hourly monitoring productionDocumentation32

VA103.35-3.40Enter the Fugaui, Breakdown, client demand, Order of partsComputer 31

VA203.15-3.35Anlayzing the production effeciency of each cell.Analysis30

VA302.45-3.15Study the checking method of Pre delivery inspectors, as per standardQuality29


-52.30-2.35Tea break Break 27

VA152.15-2.30Daily Routine Management 3Planning26

VA102.05-2.15Check the Plan vs. Actual status for all the productsDelivery25

NVA101.55-2.05Updating the material requirement for next shift to PurchaseMaterial followup24

VA101.45-1.55Print slips, arrangement of product and PackagingDelivery23


NVA101.25-1.35Observe the operator movement and workmanship in the lineSupervision21

VA4012.45-1.25Pending Non-conformities, closure of non-conformitiesSafety20


VA2012.15-12.35Checking the Production quality of first piece after lunch of each cell.Quality18

-3011.45-12.15LunchBreak 17


NVA1511.20-11.35Status verification of preventive maintenanceMaintanance15

VA3010.45-11.20Countermeasure for customer complaints and closure of open QR6sImprovement14

NVA1010.35-10.45Updating Hourly Production & Manpower status / poka yokaDocumentation13

VA1010.25-10.35Checking in the line related safety pre-cautions and proceduresSafety12




VA209.15-9.35On-The-Job training of new operators.Training8

VA308.45-9.15Checking the First hour production quality of each cell.Quality7



VA308.00-8.30Material Requirement PlanningPlanning4

VA157.45-8.00Analysis of current quality problems in the line and Quick fix.Analysis3

VA107.35-7.45CLIA JH activitiesMaintanance2


VA /

NVA

Durati

onTimeActivityCategoryS.No

NVA53.55-4.00Meeting with next shift Team leader, sheet handover and log book fillingMeeting34

VA53.50-3.55Check the rejected pieces of the shift and recordQuality33


VA103.35-3.40Enter the Fugaui, Breakdown, client demand, Order of partsComputer 31

VA203.15-3.35Anlayzing the production effeciency of each cell.Analysis30





VA102.05-2.15Check the Plan vs. Actual status for all the productsDelivery25

NVA101.55-2.05Updating the material requirement for next shift to PurchaseMaterial followup24

VA101.45-1.55Print slips, arrangement of product and PackagingDelivery23


NVA101.25-1.35Observe the operator movement and workmanship in the lineSupervision21

VA4012.45-1.25Pending Non-conformities, closure of non-conformitiesSafety20


VA2012.15-12.35Checking the Production quality of first piece after lunch of each cell.Quality18

-3011.45-12.15LunchBreak 17


NVA1511.20-11.35Status verification of preventive maintenanceMaintanance15

VA3010.45-11.20Countermeasure for customer complaints and closure of open QR6sImprovement14

NVA1010.35-10.45Updating Hourly Production & Manpower status / poka yokaDocumentation13

VA1010.25-10.35Checking in the line related safety pre-cautions and proceduresSafety12




VA209.15-9.35On-The-Job training of new operators.Training8

VA308.45-9.15Checking the First hour production quality of each cell.Quality7



VA308.00-8.30Material Requirement PlanningPlanning4

VA157.45-8.00Analysis of current quality problems in the line and Quick fix.Analysis3

VA107.35-7.45CLIA JH activitiesMaintanance2


VA /

NVA

Durati

onTimeActivityCategoryS.No



S.No Activity Monday Tuesday Wednesday Thursday Friday

1 Quality Control Circle- problem solving as per schedule

2 Production Review Meeting with VS leader x

3 Breakdown Review Meeting with VS Maintenance x

4 Quality Review meeting with VS Quality x

5 Safety meeting with SHE leader x

S.No Activity Week1 Week2 Week3 Week4

1 Monthly performance review with VS leaders x

2 QCC presentation x

3 Material Requirement Planning for next month x

4 TS Audit 1/6 months

Weekly

Monthly

Standardized work of production team leader

Team leaders’ weekly and monthly work standardized



Comparison and Summarization

S. No Activity

After the

project

Before the

project

1 Planning 35 42

2 Delivery 50 26

3 Analysis 55 24

4 Improvement 40 19

5 Maintenance 25 65

6 Training 30 26

7 M/C Work 0 49

8 Quality 125 28

9 Safety 30 9

10 Meeting 25 13

11 Supervision 20 6512 Material follow-up 10 46

13 Documentation 15 24

14 Computer 10 34

Total 470.00 470.00

BENEFITS

Each category of work activity is prioritized in

according as per schedule.

It helps in work/life balance of the operator and

production team Leader.

It increases the performance efficiency of the

production team to achieve the targets.

If they follow can improve the time management.

Can achieve plan Vs actual target within schedule.

VA – 59% to 76% and NVA – 41% to 24%

278,

59%

192,

41%VA

NVA

355,

76%

115,

24%

VA

NVA


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Thank YouFor all given this Opportunity

work content of production team leader

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