Value Engineerign and Analysis Journal

Vol. 23, No. 2 April-June 2012Please, visit us at - www.invest-in.orgVol.23,No.4 Oct’-Dec’ 2012

The Journal of VE for theIndian Value Engineering Society

The 28th INVEST conference coupled with 2nd Asian conference was organised successfully by the Northern council of INVEST on 10th & 11th December '12 in New Delhi.

The conference, of this nature, brings everyone on a common platform, where dissemination of placid knowledge flows through for all to grab it. In today's volatile business environment a company's long-term commitment to employees' job security and career development is disappearing. Each individual is responsible for his or her own career. Indeed, career-driven individuals perform diversified job tasks, developing new skills, acquiring knowledge, using different skill sets and accumulating human capital. This willingness to multi-tasks communicates a willingness to be employable and flexible in the workplace, thereby increasing one's ability to remain marketable and manage one's own career. Furthermore, individuals tend to enhance their career prospects by changing employers across businesses and industries, facing new challenges and accumulating valuable work experience. Working people not only update job specific skills, but also prepare themselves for future jobs and new challenges in the workplace.

In a constantly changing labour market, being in a continuous state of preparedness and developing an adaptive orientation to the job market seem to be key determinants of a career self-management strategy. In other words, environment-led changes such as waves of mergers and acquisitions and rapid technological advances lead career-driven individuals to become proactive. Rather than reacting to their workplace changes, proactive individuals who are both aware and prepared for the future challenges can manage their own careers. During recent decades, corporate restructuring, delayering and massive waves of downsizing have resulted in workplace turbulence marked by job insecurity, flatter organizational structures, fewer promotion opportunities and limited career prospects.

Conference of this nature makes a perfect backdrop, creating an opportunity for enhancing employability and accumulating social capital, through networking, consultation and mentoring.

Wish all the readers a happy reading and great New Year – 2013, ahead.

(Alok Ghosal, CVS)

Editori

al

Application of VA/VE in Electromagnetic 2-15 Locks FAST Diagram-A Powerful Tool for 16-18Systematic Planning

VM Exhibition in Jamshedpur 19

Workshop in Jain College 25

28th INVEST National Conference.... 20-24

List of AVS 25

INVEST Board 26

Content

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Abstract

1.INTRODUCTION

1.1.Introduction to Locks:

1.1.1: Introduction to Electro-mechanical Lock:

VAVE principles and methodologies are very popular with the manufacturing and service industries. However, the VAVE community has rarely seen the applications extended often to other domains such as electronics, firmware and software developments. This technical paper speaks about a first-of-a-kind effort, at least within the company where the team has successfully applied VAVE principles and methodologies by analyzing the mechanical and electronics systems together on electro-mechanical keypad deadbolt locks. The engineers (both mechanical and electronics) spent substantial amount to time to deeply understand the underlying principles of VAVE to apply the concepts effectively to both the domains. The effort was fruitful and could act as a benchmark for the rest of the product lines as well. The new design has significantly optimized the hardware design, reduced the power consumption, enabled part count reduction, assisted in process improvement, enhanced the value for the customer and generated considerable productivity savings for the company.

A lock is a mechanical or electronic fastening device that is released by a physical object (such as a key, keycard, fingerprint, RFID card or security token) or secret information (such as key code or password). Lately, locks can also have a combination of more than one of these objects which enables the customer to have more security for their homes and offices.

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Controlling access is part of everyday life for all the people around the world. As a community, we control access in many different ways - physically, mechanically and electromechanically.In the growing electro-mechanical world, the customers would be tempted to buy an electro-mechanical lock in place of mechanical lock. Appeal, Compactness and easier user interface are the three important elements in today's growing electro-mechanical world. More and more the world is moving away from keyed cylinder lock and is embracing the electro-mechanical lock for its simplicity where the user doesn't need to carry the keys.

The first advantage of an electromechanical lock is the choice of electronic credentials. These include a keypad and codes, electronic cards including magstripe, proximity and smart cards, and biometrics including fingerprint, facial characteristics and retina scans. However, note that not every facility requires networked locks, biometrics or smart card technology. A big advantage of an electro-mechanical lock is that a home owner / employee no longer have to carry rings of keys for access.Mechanical override is also an important consideration in electro-mechanical locks. If the electronics stop functioning, a mechanical override can be a lifesaver.

Figure 1.1: Schlage Electro-Mechanical Keypad Deadbolt Lock

Application of VA/VE principles to Electro- mechanical Keypad Locks

Mr. Sundar Raj D V, Team Lead - Product Engineering, Ingersoll Rand International (India) Limited, BangaloreMr. Ravi Rao, Systems Lead, Product Engineering, Ingersoll Rand International (India) Limited, Bangalore

In specialized locks with upgraded functions, you can also add time and date to an electromechanical lock and you can limit access for any user, many or all to specific dates and times. You can know when each unique user gains access (and if desired egress), at what day and time.

With all the available technology, a smart phone can be used to receive notification of unauthorized attempted access, view video, and when specific individuals gain access. A smart phone will also permit remote monitoring & programming via the internet.An important consideration of electro mechanical locks is no parts are necessary to program or delete user codes. The advantage is there's no need for parts or a mechanical keying kit. The disadvantage is that mechanical locks are easier to repair and less expensive to replace.Here in our project, we will speak specifically about Schlage electro-mechanical keypad deadbolt Lock. Please refer Figure 1.1 for the picture.

Value Analysis and Value Engineering (VAVE) is considered to be a process, as opposed to a simple technique, because it is both an organized approach to improving the profitability of product applications and it utilizes many different techniques in order to achieve this objective. The Value Analysis (VA) approach is almost universal and can be used to analyze existing products or services offered by manufacturing companies and service provides. For new products, the Value Engineering (VE) approach, this applies the same principles and many of the VA techniques to pre-manufacturing stages such as concept, development, design and prototyping.

1.1. Introduction to Value Analysis and Value Engineering

The Value Analysis technique was developed by Lawrence D Miles during the Second World War in America at General Electric during the late 1940s. Since this time the basic VA approach has evolved and been supplemented with new techniques that have become available and have been integrated with the formal VA process. Today, VAVE is enjoying a renewed popularity as competitive pressures are forcing companies to re-examine their product ranges in an attempt to offer higher levels of customization without incurring high cost penalties.

Value Analysis / Value Engineering can be defined as a process of systematic review that is applied to existing or new product designs in order to compare the function of the product required by a customer to meet their requirements at the lowest cost consistent with the specified performance and reliability needed.

Value Analysis and Value Engineering job plan process consists of 9 important phases. The process followed in the project is described below:

a.Orientation phaseb.Information phasec.Functional Identification and analysis phased.Creativity phasee.Evaluation phasef.Development phaseg.Presentation Phaseh.Implementation phasei.Audit Phase

Here in our project, we have done a unique effort to integrate mechanical and electronics aspects in the VAVE workshop and the results have been very positive.

1.1.1. Definition of VA/VE

1.1.2. VA/VE Job Plan:

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2. The Need

3. OBJECTIVES:

4. VA/VE APPROACH AND METHODOLOGY:

4.1. Orientation Phase (Pre-Study):

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4.1.1: Product Overview:

Apply the principles and techniques of VA/VE for electro-mechanical keypad deadbolt lock (includes both mechanical and electronics) to significantly improve the product margin and meet the design specifications and test requirements as per ANSI / BHMA standards.

? Gather necessary information and benchmark the existing products with competitor products and processes ? Apply Value Analysis/Value Engineering principles and techniques to improve the function and reduce the cost of the product effectively? Launch the product in production as per the schedule and ensure that the product meets the design specifications and test requirements as per ANSI BHMA standards

Orientation phase is one of the important phases of the VAVE process where we concentrate on selecting the right project which has maximum impact to the company and assign appropriate resources. During the orientation phase, we followed the list of process as mentioned below:Product Overview;Basis of selection and objectiveAssign resources (Selection of team)Review methodologyGather initial project data and understand the

basis of project selection

Below are the basic features of the keypad lock:

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4.1.2: Basis of Selection:

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4.1.3: Objective of a VAVE activity

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Offline Electromechanical Lock which has 2 credentials to access the doorSecurity PIN is entered using KeypadMechanical Override is providedPre-programmed and easy to installANSI grade 2 standards to provide maximum

securityAdd & delete user codes in secondsExtended battery life - up to 3 yearsFree-spinning turn prevents wrench attacksSecurity warnings for 3 wrong PIN attempts and Battery lowLighted keypad: Cool blue LEDs, Keypad

illuminates when touched and audio (Buzzer) indication which will provide feedback to the user about the operation of the lock

Figure 4.1: Picture of Keypad Lock

The basis of selection of the product is:High volume product.Familiarity with its design and functionalities.Any small cost savings will result in big impact

The following points will specify the objective VAVE activity.Identify the Cost driver componentsFind out the alternate designCheck the cost implications with new designReplace the cost feasible component to check

the technical feasibility.


4.1.4: VAVE Target

4.1.3: Team Members:

Engineering Team:

Support Team:

Cross Functional Team:

4.2: Information Phase:

?Target 20% savings from the existing product (includes both electronics and mechanical system)?Ensure that the product meets the design specifications and test requirements as per the ANSI/BHMA standards.

1.Sundar Raj D V2.Ravi Rao 3.Subbiah Gopalakrishnan

1.Manjunatha R2.Dilip Bangaru3.Anoop Dutt4.Nimbennappa Gani5.Pradeep Kumar Bhavanam6.Pradeep Jain

1.Cris Post – Marketing 2.Vince Kemp – Engineering Manager3.Rogeberto Garcia – Manufacturing Engineer4.Alejandro Amador – Quality Engineer5.Daniel Villarreal – BOM/Product Analyst

Thus, the orientation phase enabled us to select the project, set the objective and assign the appropriate resources.

Information phase is a stage where the team needs to invest an appropriate amount of time collecting and generating the basic set of information requirements. It is important that this information is collated and stored centrally, as these are vital reference documents will form a part of the closing report stage of the project.

1.Gathered information related to product, parts and processesa.Assembly and detail drawingsb.Material specifications for all partsc.Test specifications for all assemblies; include engineering test specifications as well as manufacturing floor test specifications.d.Forecasted annual volumese.Detailed process routing sheets of current production methods. Include time studies of each operation.

2.Gathered all the cost detail for internal assembly and component parts; include purchasing cost detail for any purchased material, both finished and raw material. Include in-house labor costs (direct labor and variable burden) and any third party processing costs.3.Understood the Customer requirements.4.Defined project boundaries and key deliverables5.Identified project scope (In-scope & out of scope)

After compiling the general information, one of the important objectives of the information phase is identify project objective and scope.

In scope:Outside and Inside assembly of KPD Locks

Out-of Scope:DeadboltAccessories and kits

?4.2.1: Project in-scope and out-of Scope

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4.2.2: Product Specification Details:

?4.2.3: BOM Study Details:

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Table 4.1: Product Specification of KPD Locks

In the BOM study, we completed the below set of activities:Studied the Manufacturing process.Understood the materials of each partParts specificationsStudied the item costStudied the process costFunction of each part analyzed

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4.3: Function Analysis phase

4.3.1: Describe the functions

The process followed in this phase includes:?Describe the functions (Basic functions and secondary functions)?FAST Diagram?Allocate function cost and establish function worth?Rank the functions by cost-function analysis

In the first step of this phase, we systematically analyzed and described the functions of the handleset product. The basic functions of the product were listed. A function was described by a verb or noun, such as 'Control Access”, “Actuate parts” or “Release energy”. The question we asked to be answered was: 'What functions does this product undertake?'

The function list chart in the table shown below, lists down the functions of some of the selected components in the handleset. Please refer Table 4.3 and Figure 4.4 for functions list.


Table 4.4: Functions List – Electronics

The functions noted down by the team on both electronics components and mechanical components were grouped and recorded using the FAST method (Function Analysis System Technique) in VAVE. FAST Diagrams allowed the ideas of the team to be structured and recorded in a logical manner. A lot of emphasis was provided to understand the integration of electronics and mechanical system.

4.3.2: FAST Diagram

4.3.3: Function Cost Worth analysis:

4.4: Creativity Phase

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Function Cost worth analysis is an important part of the function analysis phase where we understand the worth of the product and we select few of critical functions which contribute towards the majority of the costs in the product. We analyzed the Value Index and Worth of the assembly under consideration. The value index is a relationship of function worth to function cost. Function worth is defined as the lowest possible cost to perform any given functions or set of functions.

Table 4.5: Function-cost worth analysis (Below)

Please refer the Function-cost-worth analysis sheet shown in the Table 4.5 in the next sheet.

The top five functions from the analysis are:a. House Componentb. Appeal Userc. Withstand Loadd. Provide Accesse. Operate Motor

The processes completed in the phase are mentioned below:Use creative brainstorming session for the top

functionsCompilation of all the ideas and sketches (No

evaluation)

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4.4.1: Brainstorming Session and Idea categorization: ? Ideas Generated = 57? Most Feasible ideas = 16? Ideas include both Electrical & Mechanical elements

Please refer the Table 4.6 for Idealist and selection of feasible ideas.

Table 4.6: Idea List

The processes followed under Evaluation phase are:?Evaluate all the ideas using weighted evaluation method where one concept was selected based upon the ability of the design to create value for the customer?Selection of best concept

4.5: Evaluation Phase

We used a weighted evaluation method for finalizing the concepts. The parameters selected for evaluating ideas were selected based upon the discussion with the entire cross functional team. Refer the Table 4.8 for Evaluation Matrix.The selected parameters are:a. Manufacturing feasibilityb. Cost effectivenessc. Aestheticsd. Ease of assemblye. Ergonomicsf. Value Additiong. Withstand Load

We have combined the most feasible ideas into 5 buckets as shown in the Table 4.7 below. These ideas were taken into the evaluation matrix for selecting the best concept.

Table 4.7: Proposed Ideas List (Top 5 Ideas)

Table 4.8: Evaluation Matrix

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SL# DE SCRIPT ION O F ID EASF EAS IBLE

RES ULTS

1 Remove the ha rne ss w ire a nd use a tie it w ith insulation ta pe or w ire MOST Fea sible2 O uside a nd inside escuthceons make it in zinc MOST Fea sible

3 I ntegra te turnpiece cover and provide finish MOST Fea sible

4 I ntergrate the tailpice along with cam (make it in zinc) - (Need to valida te the design w ith zinc) MOST Fea sible5 Replace sna p switch with low cost switch MOST Fea sible

6 Convert 4 layer PCB into 2 laye r PCB MOST Fea sible7 Reduce 4 LED's to high bright 2 LE D's a t key pad MOST Fea sible

8 Replace conne ctor w ith low c ost connector MOST Fea sible9 Convert processor into chip on boa rd MOST Fea sible

10 Redesign the ba seplate to route the wires eliminate the projection MOST Fea sible

11 U se a Falcon cylinder inste ad of Schalge brand MOST Fea sible12 I ncrease the user p in by f rom 20 to 30 OR 4 0 user MOST Fea sible

13 Redesign the tailpie ce - chang e the mate rial NOT Fe asible14 E liminate selflocking w asher and combine into single NOT Fe asible

15 E liminate entire clutch assembly put linear actuation system to actuate mushroom pin to enga ge driver bar NOT Fe asible

16 Both iside and outside basepla te to plastic ABS NOT Fe asible17 U se a buzzer which can talk NOT Fe asible

18 E liminate screw s on the outside bakcpla te a nd have a snap f it NOT Fe asible19 U se a low cost motor a nd high capacity NOT Fe asible

20 Redesign the mushroom NOT Fe asible21 Redesign the cover sw itch boa rd NOT Fe asible

22 Ha ve a plastic ca m NOT Fe asible

23 U se a camera to de tec t the al arm NOT Fe asible24 Cha nge the material of the adapter plastic NOT Fe asible

25 U se a pla stic thumbturn instea d of zinc a lloy NOT Fe asible26 use a pla stic ke ys NOT Fe asible

27 U se a de adba r a ssembly instea d of de adbolt NOT Fe asible28 Conceal the inside screws with the ca ps like B60 NOT Fe asible

29 S implify inside and outside e sc utcheon design (Re duce se condary opera tion) NOT Fe asible

30 Replace buzze r w ith w rist watch be epe r NOT Fe asible31 Convert w ires into 7 fle x PCB conne ctor NOT Fe asible

32 Reduce the size of the thumbturn NOT Fe asible33 U se a specia l plastic keypa d NOT Fe asible

34 Activate the LED only during night time save battery life (possible but costs more) NOT Fe asible

35 E valua te the batte ry ca pacity NOT Fe asible36 U se radium print for printing numbe r on KPD and a void back light NOT Fe asible

37 U se a sta ndard coarse threa d mounting bolts inste ad of f ine thread screw s NOT Fe asible38 U se a low cost cove r screws (f lat head screw s) or use standard screw s instea d of torx sc rew NOT Fe asible

39 Key pa d case modify NOT Fe asible40 Redesign the pa ckage system NOT Fe asible

41 Cha nge the e sc tutcheons to plastic strong ABS NOT Fe asible

42 U se a sola r cells to recharge the batte ry NOT Fe asible43 Modify the design to India ma rke ts NOT Fe asible

44 Procure the materia ls f rom China NOT Fe asible45 PCB holders redesign by having a post and eliminate the same NOT Fe asible

46 Cha rge the batte ry by using the principle of opening the door NOT Fe asible47 I ncrease battery life shutting dow n system instead of sle ep mode NOT Fe asible

48 De adbolt: Use low gra de material to meet the standard NOT Fe asible

49 Ma ke cam of de adbolt into pla stic NOT Fe asible50 Remove the Scha lge on the de adbolt a nd make it short NOT Fe asible

51 Remove the turnpiece a nd ope rate wi th cylinder only NOT Fe asible52 Provide a automatic system of retracting the deadbolt NOT Fe asible

53 U se a Europrof ile cylinder NOT Fe asible

SI# Criteria B C D E F G H SCORE %A10 A15 A10 A12 A15 A10 A12 84 15%

B10 C5 D10 E8 F5 G10 H8B12 B10 B8 B12 B10 B15 77 14%

C8 D10 E12 F8 G10 H5

C8 C8 C15 C8 C15 67 12%D12 E12 F5 G12 H5

D10 D15 D15 D15 87 16%

E10 F5 G5 H5

E15 E18 E18 93 17%F5 G2 H2

F15 F12 55 10%

G5 H8G10 54 10%

H10

43 8%560 100%

Manufacturing feasibility

Cost effectiveness

Asthetics

Ease of assembly

Ergonomics

A

B

C

D

E

H

Withstand load

(Material change)

Combine parts

F

G

Value addition


Table 4.9: Ranking Matrix

The ranking matrix suggested us that the Concept 5 was the best proposal to move forward for development phase

The finalized concept was:?Change the material of the escutcheons from Brass substrate to zinc substrate?Change the electronic system in the KPD Locks?

In electronics, suggested ideas was a.Replace the buzzerb.Redesign the crystal/oscillatorsc.Convert 4 layer PCB to 2 layer PCBd.Convert processor into chip on boarde.Reduce 4 LED's to high bright 2 LED'sf.Replace the snap switch with a smaller switch to reduce the space on the electronic boardg.Replace connectorh.Increase user pins from current 20 to 40 users (Firmware Development – Value Addition)i.Select smaller package components wherever possible j.Combine Multiple function on LED Resistor k.Reduce the Active and Sleep Power consumption of the Electronic systeml.Select High Tolerance components where ever possible

The processes completed in the development phase are below:

4.5.1: Final selected concept from the team:

4.6: Development phase:

?Engineering analysis of the concept (Validation)?Define implementation requirements and plans

In the detailed analysis phase, the modeling and assembly of the selected concept was completed. A detailed study on electronics was also completed. Refer figure 4.4.

Figure 4.4: Model of the part

Through the P-Diagram we were able to determine:a.Noise factors, control factors, ideal function and error stateb.Diagram also assisted in the identification of:

Potential Causes for failureFailure Modes

? Potential Effects of failure? Current Controls? Recommended Actions

DFMEA was also finalized using the inputs from P-diagram.*Please note DFMEA and P-diagrams are not shown due to confidentiality concerns*

4.6.1: Engineering Analysis:

4.6.1.1 Mechanical VAVE Ideas:

4.6.1.1.1: Realize the idea into model:

4.6.1.2: P-Diagram and DFMEA:

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4.6.1.3: FEA Studies on the component:

4.6.1.4: Tolerance stack-ups and DFM:

4.6.1.2: Electronics VAVE

We completed a thorough analysis of the entire assembly through FEA analysis using Pro-E software. The results from analysis were positive and helped us to have a good confidence on the concept. Refer Figure 4.5 for the part.

Figure 4.5: Snapshot taken from FEA Analysis

Tolerance stack-ups helped us to fix the tolerances necessary for the entire system. The stack-ups also enabled us to identify the significant and critical characteristics. All the components and assemblies were thoroughly analyzed through tolerance stack-ups and DFM on Handleset Locks.

With this, the escutcheon change was proven by engineering analysis was ready to move forward for recommendation phase.

All the electronic ideas were gathered and a thorough analysis was completed taking into account all the necessary specifications:

a.Buzzer - This is used to provide audio indication to the user. It produces different sound pattern which in-turn will indicate different messages from lock

Current Specification: Audio Level: 80dBWorking voltage range: 1 VDC to 6VDCResonant Frequency: 3.8 kHz to 4 kHz

Design Proposal: Current Design has a through hole buzzer and consumes more space in the PCB board. Hence, we have suggested SMD buzzer which consumes lesser space and produces more sound (Audio Level - 90dB). With higher specification, we provide more value by retaining existing cost.

Figure 4.5: Buzzer

a.Crystal - This part generates oscillations to run the processor. Processor will accept these oscillations and generate internal 8 MHz, 20 MHz oscillations to run the programs stored in the processor.

Current Specification:Oscillations: 32 kHz load: 6pFTolerance: +/- 20PPMOperating Temp: -40 to + 85 C Design Proposal: We have eliminated the external crystal by using built in crystal in the processor. The change also resulted in space reduction on the PCB board and eventually reducing the cost. Elimination of crystal part resulted in removal of sourcing and inventory efforts in the production.

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Figure 4.6: Crystal

a.4 Layer PCB: This is a structure to hold the entire electronic component and interconnect them to work as per the application design. This provides connections between peripherals like power supply, Buzzer , LED , Connector etc.,

Current Specification: Layers: 4 PCB thickness: 1.6mmCU thickness: 35 Microns

Design Proposal: We have redesigned the PCB board for 2 layers. The 2 layers design will reduce the production cost by 30%.Before redesigning the proposed PCB for 2 layers, through analysis has been done to check if this change affects the performance of the system. Change in 4 to 2 layers also results in less process time, less Production rejections and cost benefits.

Figure 4.7: 4 Layer PCB

a. Processor: Existing design has 16 bit processor with high end peripherals on Chip. This processor is the brain of the system which stores the Lock configuration, User information ,

Controls Access, Provides Audio and visual indications and Warning signals on Wrong credent ia l ent ry, Bat tery low wrong programming. An application specific Software runs in this processor to perform above mentioned tasks.

Current Specification: Processing capacity- 16 bit ; Operating voltage: 1.8V to 3.5V Flash memory: 32kBytes Timers: 16 bit and 8 bit

Design Proposal: Existing application did not demand for real time or fast (in terms of Micro seconds) response requirement from the Processor. So after learning that it requires responses in terms of milliseconds, we have identified lesser capacity (8 bit) processor without compromising on the performance. But this change has added value to the company and customer in terms of Cost savings.

Figure 4.8: Processor

a. LEDs: LEDs provide visual indication to the users. When Lock flashes LEDs with different pattern, it indicates feedback about different function of the lock.

Current Specification: Working voltage: 2volts forward voltage Intensity: 400MCD Current consumption: 20mA Max

Design changes proposed: 4 LEDs were support ing to i l luminate the Keypad

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background. We have identified 2 places where LEDs can spread light evenly to illuminate entire area. This activity has led to eliminate 2 LEDs out of four. These 2 LEDs has higher Intensity compared to existing LEDs.

Figure 4.9: LED's

a.Replace the snap switch with a smaller switch to reduce the space on the electronic board

b.Replace the connector on the board to a smaller size connector with same functionality. Existing board has through hole connectors which is occupying more space on the PCB.

Design Proposal - We have 3 through hole connectors which was occupying more space on the PCB. We have identified SMT connectors which reduces the space a b o u t 10%.

c.Increase user pins from current 20 to 40 users – This necessitates a firmware/software development. This is a Value Addition for the customers without price additions

d.Select smaller package components wherever possible : In our existing design we have mix of through hole, SMD and other component packages.

Design proposal: We have done power analysis of all the components and identified the package requirement based on the power consumption. So we have replaced many discrete components like resistor, capacitor, diodes and active components like MOSFET, processor and Buzzer with a smaller package.

MOSFET, processor and Buzzer with a smaller package. Through this VAVE exercise, we have achieved considerable amount of space saving on the PCB.

a. Combining Multiple function on LED Resistors Existing design has 4 LEDs which has 4 individual LEDs to control current. Through VAVE combining function exercise, we generated idea of combining common function on these common Resistors.

Design Proposal: We combined all 4 Resistor functions and selected a single resistor to control current for all 4 LEDs. This idea has resulted in eliminating 3 components from our BOM list further eliminating effort on Sourcing and inventory management.

b. Reducing the Active and Sleep Power consumption of the Electronic systemExisting Lock operates on Battery power. With its average operation of 10 per day, battery can last for about 1 to 1.5 Years depending on the usage. After analyzing its active and Sleep current consumption, we identified few areas to reduce the power consumption hence increase I the battery life. This provides value addition to the customer.

Design Proposal: This is a software effort. We have identified few peripheral modules which were consuming more power during its Sleep operation. While in Sleep state these peripherals can be switched off and turned ON when the Lock restores its Active state. In active mode, we are running the processor with few peripherals in ON state and driving them for longer than required. After analysis we found that we can reduce both Sleep and Active Power consumption by at least 15%.

c.Select High Tolerance components where ever possible

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To make our design simple, we tend to select all our components to the lower tolerance values. But there are many sections in the design which do not need low tolerance components. We have identified many sections where we can use high tolerance components. This exercise will reduce the cost of the component significantly since the cost of the low tolerance component tends to be very high

Design proposal: We have identified few sections like LED, Ground reference, Buzzer section, MOSFET driver sections. These sections don't need low tolerance components. By replacing high tolerance component in these sections, we have achieved a cost saving of about 10%.

Below is the summary of all the ideas finalized and the finalized savings in percentage. All the ideas mentioned below are a part of the redesign exercise of KPD. The electronics concepts suggested above was designed and tested in the new electronic lock. This helped bring in more confidence in the teams on electronic concepts

Figure 4.10: Ideas and Cost Analysis List

The processes followed in the presentation phase are below:

4.7: Recommendation / Presentation phase

? Prepare project report? Design review from the cross functional team? Approvals from necessary stakeholders

All the engineering analysis completed by the team was presented to the management for review and approval.

The concept was received very well and the finance & marketing team approved the concept to move for implementation phase.

The implementation phase involved final set of activities listed below:

? Finalize design? Tooling Development

Release PO for toolingTooling developmentFirst Article of inspectionDVT testing

? Pilot run and PPAP approvals

The tooling development phase involved three primary focus areas. They were:? Release PO for tooling after approval from finance team? Tooling development? First Article of inspection and approvals from quality team

These activities were successfully completed for the escutcheon project and this enabled us to move to the next section where we estimate the final productivity calculations.

A thorough testing was conducted in order to analyze the performance of the modified

4.8: Implementation phase

4.8.1: Tooling Development Phase

4.8.2 DVT Testing:

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handleset and the product cleared all the test requirements with flying colors.

1. The product satisfactorily met all strength requirements of the handleset locks as per ANSI/BHMA 156.52. All the electronics concept was proven in the keypad locks and the management

Thus, all the tests done on proposed concept was successfully completed and exceeded the existing production concept.

The mechanical portion of the project has moved into the audit phase after successful DVT testing.

As the new design is unique, electronic circuitry will undergo rigorous testing which is currently in progress.

The new escutcheon design was successfully completed the PPAP deliverables and pilot runs in Ensenada, Mexico manufacturing location.

Thus all the necessary set of activities required towards implementation phase is complete on mechanical ideas. The final and most important phase of the VAVE process is Audit Phase.

The audit phase involves the set of activities listed below:Review the project output with the goalsReview the productivity savings/financial benefit to the customer/managementMake an audit report and ensure compliance Final review from the team (Approvals from marketing, engineering, manufacturing and finance team)?Project implementation in production

Important note:

4.8.2: Pilot run and PPAP Approvals:

4.9: Audit Phase

? Celebrate the launch? Document all the learning's from the project.

In this section, we have provided the productivity savings benefit from the concept.

Total Material and Process Cost of existing lock – $ ATotal Material and Process Cost of the proposed concept – $ BAmount saved per product for a specific finish – (A-B)Annual Volume of the Lock - CProductivity savings per annum = $ 625,262

Thus, through rigorous VAVE exercise, we have generated a productivity savings of $625,262 per year from the project. These savings has helped us to improve the margin of our electro-mechanical lock.

We have presented the complete analysis report and presentation to the entire cross functional team for final design review and approval. The team approved the project to move into production.

The project is in final implementation stages and is in progress. Pre-Audit - Estimated Productivity savings per annum (Before Launch) = $ 625,262

4.9.1: Finalize the productivity savings.

4.9.2: Final design review and launch

4.9.3: Project Implementation in production

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Figure 4.11: CAM handleset lock (Production Sample)

a. The project provided us a unique VAVE experience which enabled the engineers from both mechanical and electronics platform to work together and reap huge benefits from the exercise. b. This learning should definitely be extended across to other electro-mechanical lock products

We had done well on achieving the target goal set during the earlier phase of the project:

Productivity savings from the project: We have realized a productivity savings of $ 625,262 per year. This improved the margin of the product substantially. VAVE association on the project: The new design has significantly optimized the hardware design, reduced the power consumption, enabled part count reduction, assisted in process improvement, enhanced the value for the customer and generated considerable productivity savings for the company.

a. Effective Quality: We have not compromised on the quality of the product and

4.9.5: Document the Learning:

5.CONCLUSION

Major positives:

a.the new product has successfully met the necessary design specifications. b.Productivity Savings: Changed the material from Brass forged to Zinc die cast. Thus creating better material savings.c.Redesign of Electronics board: Design changes on the electronics circuitry not only enabled us to realize good productivity savings but reduced the PCB board space by nearly 30%. This resulted in a relatively more compact lock than the existing production part.

Hence, this project has provided customer a value-for-money product and enabled the company to reap benefits.

15


FAST Diagramming – A powerful tool for Systematic Planning

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Abstract

Introduction

Function analysis and Function Analysis System Technique (FAST) diagramming is core of Value Engineering. In fact these are the two areas which differentiate Value Engineering from other management techniques.

This article illustrates an example of using FAST diagram for planning purpose. It was successfully used during planning of the 26th INVEST International Conference on Value Engineering in December 2010, where this paper was presented.

Indian Value Engineering Society (INVEST) is managed by dedicated working or retired professionals from various industries. These are the ones who have ardent faith in the strength of Value Engineering and have witnessed or demonstrated successful use of this technique, in a variety of applications. INVEST undertakes activities focused on popularizing and institutionalizing Value Engineering for the benefit of society in general.

Activities of INVEST are divided in 4 zones viz. East, West, North and South zone. Each zone is supported by chapters managing regional activities. INVEST National conference is hosted by each zone in rotation. Year 2010 turned out to be the more dynamic year for the Western Zonal Council of Indian Value Engineering Society. There was change in guard in the office bearers. It was tough task for the new faces to plan and host the international conference in short time span with limited exposure to Value Engineering practices. But the office bearers accepted this challenge with support of 2 experienced CVS amongst the team.

Study ObjectiveTo review the whole process of column concreting to come up with a solution to overcome the problem of slurry outflow.

The Value Engineering team The VE team consisted of engineers from various departments of Sobha Developers Ltd. It was a balanced multidisciplinary team and the study was conducted on 21st and 22nd June, 2012 at Sobha Academy, Jakkur.

1. 1. VE JOB PLAN

1.1 Orientation Phase Team SelectionA well balanced team with engineers from all relevant fields was selected to conduct the VE study. The list of participants is provided herewith.

Table 1: VE project team

Team

Members

Designation Department

R. Ravikumar Senior

Engineer

Projects (Sobha

Mykonos)

Satheesh. G Senior

Engineer

Projects (Sobha

Aristos)

Subhash

Chandran. K

Engineer Projects (Sobha

Marvella)

M. Balaji Project

Engineer

Projects (Sobha

ForestView)

Vindyarani Senior

Engineer

Value Engineering

Team Leader: Satheesh. G

Team Facilitator: Soumya S

Team

Members

Designation Department

R. Ravikumar Senior

Engineer

Projects (Sobha

Mykonos)

Satheesh. G Senior

Engineer

Projects (Sobha

Aristos)

Subhash

Chandran. K

Engineer Projects (Sobha

Marvella)

M. Balaji Project

Engineer

Projects (Sobha

ForestView)

Vindyarani Senior

Engineer

Value Engineering

Team Leader: Satheesh. G

Team Facilitator: Soumya S

Conference Theme, Dates and Location

Conference Planning

Decision to host the INVEST international conference was announced in Aug 2010. Tentative date and conference themes were discussed and proposed by office bearers of INVEST-WZC. Communication was sent to all chapter and zonal office bearers of INVEST to confirm the dates and select the conference theme.

The zonal councils and chapter offices confirmed the proposed dates of 17th and 18th Dec 2010 and conference theme was frozen as “Systematic Value Engineering: Soul of Innovation”. Venue proposed was Mumbai, the financial capital of India.

Planning an international conference is not a mean task, especially for the new office bearers. Moreover, it is demanding for the working professionals at senior positions in their organizations, to spare a chunk of time for the activities of INVEST. Mr. Rajan Nagre, CVS, (Head, Research and Development, Tokheim India Pvt. Ltd.) shouldered the responsibility of planning Conference applying Value Engineering technique.

Burning midnight oil, Mr. Nagre created a Customer Oriented FAST diagram for the proposed National Conference in Mumbai, India. This is shown in Fig – 1. This diagram comprised of many details of proposed conference. It outlined various activities for which a separate list was prepared and used for monitoring. This included responsibilities and time frame. Conference Committee comprising of Mr. S. M. Katti, Mr. P. S. Mashelkar, CVS, Mr. R. N. Nagre, CVS, Mr. Anil Dadhich-Membar and Mr. S. M. Agrawal, CVS was formed and several actions were triggered using FAST diagram and action list, which was shared by Mr. Nagre with

Rajan Nagre, CVS, FINVESTPresented at 26th INVEST International Conference, Mumbai, December 2010

17

Conference Committee and office bearers of INVEST-WZC. Responsibilities were defined. Technical committee was formed to evaluate papers. INVEST National President Mr. S. C. Sarkar reviewed the INVEST International Conference planning, with Conference Committee from INVEST-WZC. He was delighted to see the FAST diagram being applied for conference planning.

Office bearers from other chapters and zonal councils extended whole hearted support to the Conference Committee of INVEST-WZC and shared responsibilities for various activities to make the conference a grand success.

A Customer Oriented FAST diagram is based on strong logic and keeps focus on the task to be achieved. It identifies all functions necessary to achieve the intended task. While doing this, also addresses supporting functions necessary to assure convenience & dependability and satisfy & attract user.

Functions, from the Customer Oriented FAST Diagram was translated in to the list of actions. This resulted in meticulous planning and execution of conference with minimal manpower, time and other resources. In addition to office and outside meetings, tele- conferencing was used to address element of time and different geographical locations. Regular reviews helped in initiating timely corrective actions.

To summarize benefits, the Customer Oriented FAST diagram:

Created a road map for conference planning and executionInvolved people including delegates,

Results and Benefits

dignitaries, volunteers and hotel personnel besides INVEST office bearers.Created good understanding amongst Conference Committee and other significant officials involved.Highlighted key functions to ensure convenience and satisfaction of all Once again set an example for good team workingDevelop a winning spirit llustrated an example of how Value Engineering can be successfully used as a powerful planning tool

Customer Oriented FAST diagram for the 26th INVEST International Value Engineering Conference 2010 had achieved the purpose of creating a road map for systematic planning and execution. It set an example of how FAST diagram from Value Engineering can be successfully used for planning purpose.

Conclusion


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4.2 Scoring of alternatives:

18


Value Management Exhibitionin Jamshedpur

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Children showcasing products made out of waste plastic

Participation of students in the exhibition

Mr.A K Mukhopadhya sharing his views

Kasidih High School Conducts 2 Day Value ManagementMela

Following a drive to expose school children to VM concept, Kashidih High school, Jamshedpur formed a Value Management club, under students-teachers partnership. The club organised a VM Mela on 21st & 22nd Dec. '12 in the school premises. The Mela was organised under the banner of INVEST-EZC, with the great effort of Mr Abhay Kant (Associate- Marketing, INVEST). M/s AK Mukhopadhyay (Administrator-ICB), Alok Ghosal (VP-Marketing & Communication), Indranil Mazumdar (ex. Secretary-EZC) and Amit Ghosah (Jt. Treasurer-EZC) attended the Mela.. ,Principal,Kasidih School,made interim effort to establish Value Management Club in the School.

,Moderator,VM Club, headed the team and came up with different innovative ideas which made the event successful.Utility, Economic aspect, Durability of the things made of waste was given due importance. The basic objective of value management exhibition–to save cost of any product and increase value in the existing one was explicit in every thing made (discarded articles like plastic bottles, jerry cans, old balls, old jeans, broken roller skates got a new grab. Piggy banks, flower pots, pen holder, feeding bottles for puppies, sound system and to name it many more.

Teachers who made untiring effort to make this event successful are:

Mrs.Meeta Jakhanwal

Mrs.Lalita Parsuraman

Mr. Kurshid Khan. Mr. Sumit Srivastva.Mrs.Geeta Rani.

The participants of value management exhibition are :1. Suraj Adhikari. President.2 Neha Kumari. V. President.3. Tapesh Jha. Secretary.4. Ankita Sonkar Member.5. Sneha Kumari. Do6. Ayesha Anjum. Do7. Sweety Kumari. Do8. Farheen Shahadat. Do8. Raghuvir Prasad. Do.9. Santhosh Sharma Do10. Prakash Birua. Do11. Sourav Kumar Do12. Sunny Prasad. Do13. Aman Kumar. Do14. Kumar Rohit. Do15. Abhishek Kr.Singh Do16. Sahil Kr. Singh Do17. Krishna Kr. Tiwary. Do18. Mohit Kuimar Do19. Afreen Do 20. I.V.S.Manish. Do21. I.Puja Do

28th National conference combined with 2nd Asian Conference of SAVE International (USA)

Indian Value Engineering Society (INVEST), established in 1977 has been serving Indian organizations for more than two decades, to improve t he i r p ro f i t ab i l i t y t h rough internationally used, well established, proven technique of Value Engineering (VE). INVEST is a registered society, affiliated to Society of American Value Engineers (SAVE International, U.S.A.) Every Year INVEST organizes a national Conference in which experts from various organizations share their knowledge and success stories by presenting case studies on VE. This year Northern Zone of INVEST under the Chairmanship of Mr S Maitra Chief Operating Officer (Supply Chain) organized 28th National conference combined with 2nd Asian Conference of SAVE International (USA) on the theme: Value Engineering- A key Initiative by Asian Countries for sustainable growth. Conference held at Hotel Radisson Blu Plaza New Delhi

Mr S Maitra Vice President INVEST & Chief Operating Officer (Supply Chain Maruti Suzuki India Ltd welcomed all 423 delegates including 24 Foreign Delegates from Japan, USA, Germany, Korea, Taiwan and Nepal who attended the conference, from 197 Indian industries and education institutions.

Mr K Asai Managing Executive Officer & Director Engineering –Maruti Suzuki India Ltd was the chief guest for inaugural session. Mr Asai emphasized the need of Value Engineering, to sustain the business profitability. He also stressed to the need of benchmarking of different products and services to remain competitive in current market scenario.

Conference Theme: Value Engineering-A key Initiative by Asian Countries for sustainable Growth.

20

Mr Arvind Pandey-Partner & Director, Boston Consulting Group added the value to the conference by presenting different ways to enhance value of the product to increase profitability and customer satisfaction, during his speech as Key Note Speaker.

Inaugural session was graced by all four Zonal Chairmen of INVEST and Mr SC Sarkar National President in addition to others distinguished guest from India and abroad. During his presentation, National President Mr SC Sarkar elaborated on the PACE initiative of INVEST and contribution of INVEST to help Indian Industries.

Following awards were given during the conference:

Soundram Kannapan Medal was awarded to Mr Alok Ghosal for delivering highest number of lectures / sessions, in public forum on Value Engineering during a period of one year.

1st Prize

Handa Golden Key to Maruti Suzuki India Ltd for Implementing Value Engineering Methodology across the company at Corporate Level

21

Mr Arvind Pandey, Partner & Director, Boston Consulting Group

Mr S C Sarkar sharing his views

Mr Alok Ghosal Receiving Medal from Chief Guest Mr K Asai MEO & Director Engg. (MSIL)

On behalf of Maruti Team Mr CV Raman Executive Director and Mr SK Mahindroo Vice President Engineering receiving the Handa Trophy & Certificate from the chief guest Mr K Asai.


Maruti Suzuki India Ltd was awarded the Handa Golden key for being the best organization demonstrating the importance of Value Engineering as an organized corporate activity, for the year 2011-12.

2nd Prize

Prof. Vasant Rao Trophy to John Deere Technology Center of India for Implementing Value Engineering Methodology across the company at Corporate Level

John Deere Technology Center of India was awarded Prof. Vasant Rao trophy for being the Second best organization demonstrating the importance of Value Engineering as an organized corporate activity, for the year 2011-12. Mohta award for the best Value Engineering project report during 2011-12 was awarded to M/s Tata Motors Ltd Jamshedpur.

Muthiah Kasi Award was given to M/s Shova Developers Ltd for being the best organization in construction & development of infrastructure in India, which has shown considerable contribution towards selection of environment-friendly material at design stage as well as optimization of cost in construction, while delivering Value to the Customer.

22

John Deere Team receiving Trophy from Chief Guest Mr K Asai MEO & Dir. ENGG (MSIL)

TATA Motor Jamshedpur Team Receiving award from Chief Guest Mr K Asai MEO & Dir Engg (MSIL)

Team from Sobha Developers receiving the award from Mr Muthiah Kasi


Panel Discussion on the conference Theme was one of the attractions wherein Dr M Tanaka, Professor from Science University of Tokyo Japan; Mr Ashwin Kapur, MD Uni product; Mr J Bolton Executive Vice President SAVE (USA); Mr. Setsuo Matsuda, CVS SJVE Japan; Mr Sanjay Labroo, MD Asahi India Glasses; Mr KN Mishra Ex Vice President Tata Tinplate and Dr Surender Kapur MD Sona Koyo Steering System Ltd Participated to discuss and gave lot of ideas to increase profitability and to sustain the business in competitive business environment. First day of the conference was concluded with a cultural programme and Dinner to all Foreign Delegates, Invitees and invited top chief executives of Indian Industries.

During the conference 74 technical papers were presented by the representatives of different industries including 10 Papers from Foreign Delegates. Mr B Bhanot and Dr K Kumar Past President –INVEST and Past Director Engineering Maruti Suzuki India Ltd were the chief Guest and Guest of Honor respectively during the valedictory session and the prizes were given by him to the winners.

23

(Chief Executives of Top Indian Industries participating in Panel Discussion)

Snigdha Rakshit preforming Bharat Natyam Dance during cultural Evening)

Mr B Bhanot Chairman (TEDC-BIS). Former Director ARAI and. Founder Chairman CMVR-TSC made his speech as the Chief Guest for

Valedictory Session

Dr K Kumar Past President INVEST & Ex Director Engineering of MSIL was the Guest of Honor during valedictory Session.


Three technical papers were adjudged winners of 1st, 2nd and papers presented during the conference:

1st Prize to Ingersoll Rand

2nd Prize to Maruti Suzuki India Ltd

3rd Prize to Shoba Developers Ltd

24

Team Ingersoll Rand receiving the 1st award from Mr SC Sarkar President-INVEST and Mr J Bolton, Executive Vice President SAVE International USA

Mr Harsh Maithani from Maruti receiving the 2nd Award from Mr SC Sarkar President INVEST and Mr Mr. Setsuo Matsuda, CVS SJVE Japan;

Team Sobha Developers receiving the award from President INVEST & President SKVE Korea

Conference was concluded by Mr Ajay Sharma, Vice C h a i r m a n INVEST-NZC, by giving vote of t hanks to a l l participants from India & abroad and to all who were the part of organizing such a


Workshop in Jain College List of AVS







3rd Prize to Shoba Developers Ltd 3rd Prize to Shoba Developers Ltd Value Management programme for the Jain College, Jamshedpur

A 2 hour session on Value Management was organised for the students and the faculty of Jain College, Jamshedpur on 6th Oct. '12. About 200 participant, including a large number of faculty attended the programme, which was conducted by Mr. Alok Ghosal, CVS-Life and assisted by Mr Abhay Kant. Mr. Amit, Director inaugurated the programme.

A media coverage was made for motivating the students fraternity to embrace VM for the benefit of self and the society, as well.

Mr. Alok Ghosal conducting the session

A section of the participants

25

02

INVAVE Editorial Board

S. K. Khanna (Ex. Tata Steel) - ChairmanMembersA. K. Mukhopadhyaya, CVS (Ex-Tata Motors)

A. K. Ghosh, (Tata Steel) CVS, JamshedpurR Chandrashekar, TCS (IES) BangaloreS. M. Agrawal (L&T), CVS, MumbaiAjay Sharma (Maruti Suzuki India Ltd.)R. K. Gupta (L&T), MysoreP. S. Mashelkar, CVS, MumbaiRajen Nagre, CVS, Mumbai

Editor-in-ChiefAlok Ghosal, CVS (Tata Steel)

PublisherIndian Value Engineering Society. INVAVEis published quarterly by the Indian ValueEngineering Society and is distributednationally.

INVAVE DeadlinesContributions to INVAVE are welcome.Material for INVAVE must be receivedatleast six weeks in advance of the issuedate. Deadlines do not apply to technicalpapers. Material selected will be at theEditorial Board's discretion.

Subscriptions

Yearly rate is Rs. 200 including mailingcharges. Members of INVEST will receivefree copies of the journal.

Address

Editor-in-Chief, INVAVECentre for ExcellenceRoom No. 17, C. H. Area (East)Jamshedpur - 831 001India.

INDIAN VALUE ENGINEERING SOCIETYNational Council for 2012-13

Immediate Past PresidentDr. K. KumarAdvisor (Engg). Maruti SuzukiIndia Ltd.Palam Gurgaon Road, GurgaonE-mail : [email protected]. : 09811032063

National PresidentMr. S. C SarkarEx-Vice PresidentLarsen & Toubro Ltd.CoimbatoreE-mail : [email protected] : 09007168510

(Vice President - Administration)

(Vice-Presidents)

Mr. R. K. GuptaSr. DGM, L&T Limited

Mysore Works, Mysore - 570018Ph. : 0821-402561

E-mail : [email protected]

Mr. Sriram G. V.Chairman, INVEST-EZCG.M. (PP, SP & ICR)Tata Motors Ltd., JamshedpurE-mail :[email protected] : 09234500497

Mr. Rohit Mehta, GMChairman, INVEST-SZCL&T Limited, KIADBIndustrial AreaMysore Works

Mr. S. MaitraChairman, INVEST-NZCExecutive DirectorSupply ChainMaruti Suzuki India Ltd.Palam Gurgaon Rd.GurgaonE-mail : [email protected]

Mr. Nitin K. TikleG.M., IMCR Mahindra & MahindraMumbaiE-mail :Mobile : 09987394455

INVEST ZONAL

Mr. Paramjit S. ChadhaSecretary, INVEST-NZCBosch Chassis Systems India Ltd.Gurgaon - 122 050E-mail : [email protected]

Mobile : 09810152023

Mrs. Anita LukoseSecretary, INVEST-SZCSobha Developers Ltd. - BangaloreMobile : 09980930053

E-mail

Mr. S. M. KattiSecretary - INVEST (WZC)CWCM Cell - Aditya Birla, Ahura CenterAndheri (East)Mumbai

Mobile-9822067358

Mrs. Mukta SrivastavaSecretary, INVEST-EZCC/o Room No. 17, Centre for ExcellenceJubilee Road, C. H. Area, Jamshedpur - 831001Ph. : 0657-2223303 Fax : 0657-2232878E-mail : [email protected]

Mob. : 09234640554

INVEST BOARD

New address for communication with the Administrator, Certification Board is [email protected]

Documents

Value Engineerign and Analysis Journal