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Lean Implementation at Siemens Kalwa Plant

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by

Erik Morselli

on 15 December 2015

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Transcript of Lean Implementation at Siemens Kalwa Plant

Lean Implementation at
Kalwa Plant

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