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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

137

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.