India's largest paint company

Ranked among the top ten Decorative coatings

companies in the world 

Turnover of INR 66.80 billion

Operations in 17 countries across the world

with 23 paint manufacturing facilities

Service consumers in 65 countries  through

Berger International, SCIB Paints – Egypt, Asian

Paints, Apco Coatings and Taubmans.

“Reliability is one of the solid pillars on

which SCM rests upon & functions

effectively ” Vikram Jaisinghani, GM-

Manufacturing

Divides whole Supply chain into

◦ Aids/Enablers

◦ Drivers

Aids: Encompass all software tools such as

planners, B2B solutions, schedulers etc.

Drivers: Ground realities -> can be show-stoppers

if not handled properly & taken care

immediately(this is Reliability is all about) -> ‘R’

factor

Five pillars of Reliability

◦ Quality

◦ Environment

◦ Safety

◦ People

◦ Materials

ISO 9001: 1994 SystemsConsolidation of SystemsImproving Quality A

Millennium Quality Policy AnnouncedAll Plants certified under ISO 9001: 2000 StandardsImprovements made in Quality SystemsNew Areas like ESF, Dealer Tinting Systems, 5S brought under the purview of ISO 9001

Zero Deviations

Six Sigma

1995 2000 2003Quality Movements through the years

Early nineties: Quality was inspection

1992: APIL decided to work on ISO 9001-1987

1995: Mumbai plant certified ISO 9001-1994

(First Indian paint industry)

1995- 1997: Patancheru & Ankelshwar

certified ISO 9001- 1994 std

1995- 1999: Consolidation of quality system

Approval with deviations (AWD’s) & rejections

2000: Millennium Quality Policy (Intent to do

things right the first time & Philips Crosby std of

Zero defects)

New Areas like ESF, Dealer Tinting Systems, 5S

brought under the purview of ISO 9001

Quality :- Process point of view than function

20 key customer- impacting process: New

product introduction, customer feedback process,

design & development process, std process

Post 2000- Zero deviation target and avoid

recurrence (but deviations were still

plummeting)

Shifted its focus to reworks

Started training its employees in 6 Sigma

(under banner of Root Cause Analysis (RCA))

– 1st in manufacturing function -> Supply chain

& technical functions

GM- Manufacturing (Six sigma black & quality

engineer (by ASQ))

Factory managers – Six Sigma Green belt

(reviews 6σ projects)

Train entire staff in 6σ green belt + 6 black belts

6σ training was mandatory & they should deliver

at least one successful project in financial year

-> linked to performance feedback &

measurement system

Focus on problem-selection criteria (linked to business

goals) - > Project charter

Team leader: calculates the cost of poor quality &

difference between entitlement & ‘As Is’ of process

List of themes released by GM: (Critical business

requirements)

◦ Cost

◦ Waste Minimization

◦ Cycle time

◦ Quality

◦ Standardization

Factory Manager (Over all Champion)

Project Guide/ Project champion (Black belt)

Team Leader (Green belt)

Team members (Actual doers)

Project Guide-> reviews the progress, gives inputs to the team on proper statistical tool selection, data collection & analysis of the results (ensures rigorous application of DMAIC methodology)

Project champion -> supports & ensures ownership of all implements (resource constraints, coordinates interdepartmental issues, implement improvements)

Team Leader -> ensures timelines are met, DMAIC

methodology is applied with adequate rigor & discipline

Administration manager -> Cost-related projects are signed off

Factory Manager -> Supports entire initiative & decides how

the RCA initiative is deployed in plant

All improvements -> locked in financial budget or procedures of

quality system (current & future years)

Shared with rest of the organization in the best practice meet

2002-03-> Manufacturing function completed 102 projects

APIL has increased the reach of 6σ from supply chain &

technology to rest of organization

Some of the key challenges involved were:◦ Reduce the data transfer time◦ Reduce the risk◦ Avoid interruption due to LAN/WAN downtime.◦ Parallel availability of the switch for the other

administrative tasks during the same period.. Six Sigma at Wipro simply means a measure of quality

that strives for near perfection 1997-98 to 2006-07

◦ Black belts -> 13 to 180 ◦ Projects -> 80 to 1500 ◦ Saving -> 48 to 1800 (Million Rs)

The three dimensions of environment:

Cle

an

En

viro

nm

en

t

Natural Resource Conservation

Material Productivity

Measures taken:

MBA

Daily monitoring system of all types of waste

generation at each source

Segregation of waste into hazardous and non-

hazardous material and giving the required

treatment, Implementation of waste segregation

system.

Optimizing batch cycles and streamlining

production scheduler

Design of environment friendly ingredients-

based formulations

Good manufacturing practices implemented

at the shop floor along with mass awareness

building, targeting reduction of waste at

source

Conserves natural resources

Avoids waste treatment and disposal

Reduces the need for addition of fresh raw

materials to the process

Initiatives taken:

Reduction in water solvent Reduction in water solvent disposaldisposal

To achieve ‘Zero effluent disposal’:

Improved effluent treatment facilities

Stringent monitoring of input and output parameters

Reduced discharge from plants due to:

Installation of block level collection pits to monitor

the hydraulic and organic load

Institution of equalization tank pre-formulating

scheme to ensure threshold organic content at ETP

inlet, etc.

Precious natural resources Water

for paint industry Power

Fuel

Water

Mapping of water distribution network

Identifying water consumption reduction

opportunities

Daily water reconciliation system across the plant

Rain water-harvesting scheme

Power and fuel

Reduced process losses by initiatives such as

overall asset effectiveness, first pass yield, etc.

Reduced power consumption due to

• Conversion of generator sets from HSD-based

to LDO-based

• Modifications to power intensive areas like ETP,

incinerator cold storage areas

The company's four paint plants and the two

chemical plants have the ISO 14001 certification

for environment management standards.

Asian Paints has built a Total Water

Management (TWM) Centre, at its Bhandup

manufacturing facility, which is the first of its

kind in the entire country.

Paint plants -'zero industrial discharge'

capability, emulsion manufacturing facility-'zero

waste' status, principle of "green productivity".

Ongoing Environmental Ongoing Environmental Initiatives:Initiatives:

Asian paints operations falls under the ‘Hazardous process’

industry as per Factory act 1948

APIL believes that positive safety culture are characterized

by communication founded on

◦ Mutual trust

◦ Shared perceptions of importance of safety

◦ Confidence in efficiency of preventive measures

Safety is placed at the motivational center of the

organization

Operational effectiveness of manufacturing facility is

enhanced -> Shop floor is safe to work at -> there by frontline

people to channelize their energies on process, equipment

health

1999: Study to gauge the health of safety systems

The concept of “Migration to World Class

Standards”

Aim: Improve existing safety systems, technical up

gradations to improve safety

2002: All 4 manufacturing units started adopting

‘British Safety Council standards’

First Phase: Systematic approach of preparing the a

safety manual as per BSC requirements

Next: Detailed gap analysis with reference to existing

system

Internal Trained safety

Auditors

General Manger (Manufacturing)

Factory

Safety Representatives

Safety Officers

Safety Executiv

es

Production

Manager

Plant Engg

Manager

Other Manager

s

Safety Coorinators

All employees

First Aid squad

Fire fighting squad

Plant safety

committee

Members

Departmental Safety commitee

Personal Manager

Production Manager -> stand by for Factory

Mgr

All safety reps -> nominate their 2nd in

charge (& mentioned in display board)

Photographs of all starting from GM to

safety reps to be put along with name

2002-2003: Inter-plant competition

AP

◦ worked on guidelines of BSC

◦ Focus upon taking preventive measures

◦ Make operations mistake proof

Benefits reaped : Reduction in the number of reportable

accidents

4 plants is conferred with the 'Sword of Honor' by the

British Safety Council for the second time, considered

the pinnacle of achievement in safety across the world.

Develop and implement occupational health and safety management system to comply with TIS 18001 certified from the management system certification institute (MASCI) since 2001 and was OHSAS 18001 certified since 2004

Implement preventive and corrective action to prevent hazard from machinery, equipment, fire, chemical, and all moderate risks or higher level including control all risk by setting up annual occupational health and safety objective and target and communicate to all relevant persons to perform for continual improvement.

Support suitable and sufficient resources including manpower, time, budget and training program.

Stress to all employees, contractors, and others working in its behalf their responsibility and accountability for safe performance on the job and encourage safe behavior off the job.

Undertake appropriate reviews and evaluations of its operations to measure progress and to ensure compliance with this safety policy.

Change Initiatives:

Introduction of state-of-the-art technology, automation

in core operations as well as in storage, EHS facilities

aiming at reliable, safer and high-quality outputs

Introduction of cultural initiatives such as 5S, TPM,

RCA aiming at improving effectiveness of operations

Redefining existing performance parameters –goal for

quality redefined as ‘zero defect’ with ‘right first time’

and ‘continuous improvements’ as underlying

philosophy.

Shift from ‘volume-driven’ organization to one in

which changes are implemented with reliable

delivery of volumes

Creating a more participative work environment

Roles redefined, employees at lower levels

empowered

Performance management system modified-

rewards linked to deliverables on the changed

expectations

Workmen:

Productivity-based model-Activities

measured, quantified and converted into

norms/outputs-wages paid to workmen as

per performance against these standard

outputs

Assumptions of this model challenged by

new philosophy

Cultural Interventions and settlements:

Role of workmen modified to address restrictive

practices, improve asset effectiveness and reward RFT

behavior

Workmen encouraged to participate in change

initiatives

Suitable reward mechanisms to recognize contribution

Empowered to take higher roles such as coordination

of change initiatives

Deterrents to combat inefficiency and absenteeism

that affected reliability of operations

Staff:

Sources of staff recruitment examined

Roles of employees redefined, jobs enriched by

giving higher order roles to staff

Training programmes, awareness sessions held

CFT formed to implement change initiatives

Performance management systems and reward

mechanisms modified suitably

Communication channels revamped

Interplant competitions held

Reliability is the heart and soul of supply

chain

‘R’ factor forms the core of supply chain

–has to be taken care of before

implementing enablers.

Advantages- Straight savings, a serious

contribution to the bottom line.

THANK YOU!!!

Team 3:

Jebsy Alexander MBA09018 Nithya.G MBA09027 Poornima.V MBA09032 Sreekanth Sasidharan MBA09047