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Lean Implementation at Siemens Kalwa Plant
128
Need for a Change
Lean Manufacturing
Promised to result in
Lean Implementation at
Kalwa Plant
Issues with Workers
Frequent production line
Stops
Sequential interdependece makes the
production process more linked to workers' errors
Engineers' errors affecting
Shop-Floor's tasks
Increased
Optimization
Material available
when needed
Increased
Workload
Centralized
Problem
Solving
Unchanged
Salary
Timeline
Labor
Union
Lean Implementation Process
Divisional Structure
Process Mapping
Brainstorming
November 2007
Lean Implementation
to increase the process efficiency
to understand how the process works currently
Advantages
2009
New Production Process
1975
Added Switchboard Production
October, 2006
Lean Implementation Proposal
EFFICIENCY
Energy
Industry
Healthcare
Improved
Space Utilization
Increased
Productivity
Inventory Reduction
Power Distribution
Kalwa Plant
Power Generation
1955
First Siemens Workshop
Asset
Waste
August 2008
Team making techniques
October 2006-2007
Structural Changes
Power Transmission
Inventory
2006
75% increase in orders
Resentment & Scepticism
Calling for a
Task Force
On Demand
Forecast
Work
Scheduling
Increased Profits
Higher Production Rate
Consumer Products
Products
Designed to
eliminate
Errors
Products
Inspected at
the end
Panels Production Time
First Pass Yield (FPY)
Number of units coming out of a process divided by the number of units going into that process
increase
In just 12 Months!
Per Worker Productivity
Quality
increase
Total Improvements
"We were successful because the entire organization is committed to lean manuacturing and is highly motivated. The cooperation among the teams here and employees from headquarters was characterized by trust and respect"
Vaibhav Khandekar, General Manager MV Switchboard, Kalwa Plant, Siemens
Examples
Order Fulfilment Cycle
RESENTMENT
Before 2007
Unwillingness in
facing own Errors
Lack of Coordination
and taking responsibilities
manage interdependencies
Customer
Inefficiencies arised from
Batch Processing
Misunderstanding of the Objective
Layout
Support System
Ripple Effect
on the Manufacturing Chain
Old Layout
Lean Layout
Takt Time
"And on" Light
Assembly Line
Increasing
waste
Engineering Cycle
Department Meeting
Blame Game
Employees Skills Assessment
Training Program
Orders Doubled
(full capacity reached)
Manufacturing Cycle
Changes
Vendor Management
Cultural
Batch System
Organizational Loyalty
Compromise