Sharing herewith the success story of Carrier Engineers, an SME Cluster Member of CII. For more information about CII Cluster Initiative, please contact sujith.haridas@cii.in
2. 2
• Established in year : 1995
• No. of Employees : 120
• Products : High Pressure Hydraulic Fittings
& Transmissions Components.
• Production Facilities :
(In-House) Band Saw Cutting
Rough Turning
CNC Turning
VMC Machining
Cylindrical Grinding
Straightening
Induction Hardening
Automation Drilling
Crimping & MPI Testing
JCB India & United Kingdom
CLAAS India, Germany & France
Terex Equipment Pvt. Ltd.
Telco Construction
• Key Customers :
Unit - I
Unit - III
Unit - II
Export – 30%
Transmission – 35%
Agriculture – 30%
Others – 5%
Company Profile
4. 4
Productivity:- Productivity was low so we have installed more
machines but we were not able to achieve 100% Delivery.
Process Time:- More Process time required due to lack of knowledge of
advance technique & process capability study.
Absenteeism :- Absenteeism was high as our workforce was plagued with
Low Morale.
Awareness :- Low awareness in our employees for better working culture
& continuous improvement.
Rejection/Rework :- Rejection & rework was high as our operators were
lacking proper training.
Breakdown:- Breakdown was high due to improper monitoring.
Wastage :- More wastage due to not aware to control Non Value Activity &
various types wastage i.e. Oil, Air, Water, Coolant, Energy etc.
Before Joining Cluster Program
5. 5
One of our Major Customer M/s
JCB India Ltd. Started a Cluster
Program with CII (Confederation of
Indian Industry) and they have
selected us as one of the participant
in that Cluster Program .
Our 1st visit was held on May-
2010 & Our mentor Mr. Amit Sanghvi
(CII) describe the lot of scope for
improvements in our organization.
On that day our mind set has been
change drastically .
Inspiration of Journey
7. 7
Distinctive TEI Initiatives
All activities started during JCB CII Cluster Program
CEO Weekly Contact Program for Operators
In-house Training
Suggestion Day Celebration
Kaizen Day Celebration
Best Working Culture Development
Quality Forum Activity
KENT RO Drinking Water
Safety Awareness Activities
Talent Development Program
Reward & Recognition
CEO Monthly Gate Meeting
8. 8
Distinctive TEI Initiatives
All activities started during JCB CII Cluster Program
KENT RO Plant
CEO Monthly Address
Gloves used for
Safety
In-House Training
Facility
Self Safety Culture
19. 19
Improvement Journey During Cluster Program
ONE Gms. RM Saving Project – : 266 Kaizen Implemented &
Saving per year Rs. 2.23 Lacs.
ONE Sec. Cycle Time Saving Project – : 478 Kaizen Implemented &
Saving per year Rs. 3.65 Lacs.
Reduce Setting Time Project (SMED) – : 321 Kaizen Implemented total
saving per year Rs. 4.28 Lacs.
Cutting & Hydraulic Saving Project – : 28 Kaizen Implement total
annual saving Rs. 0.71 Lacs.
Energy Saving Project – : 51 Kaizen Implemented total
saving per year Rs. 0.63 Lacs.
Loading/Unloading Time Reduce Project – : 249 Kaizen Implemented &
Saving per year Rs. 1.24 Lacs.
Quality Improvement Project – : 342 Kaizen Implement & total
saving Rs. 2.72 Lacs. per year.
WIP Process Time Reduce Project – : 41 Kaizen Implemented and
total saving Rs. 1.56 Lacs. Per
year
Process Time Reduce Project – : 356 Kaizen Implemented &
Saving Rs. 3.6 Lacs. Per Year
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AFTER
Converted into Slot
type forging – Raw
material required 320
Gms/Pc
86 Sec. Processing
time required .
Total Benefit Achieved (Raw Material + Cycle Time Reduce) = Rs. 2.32 Lacs Per Year
BEFORE
Use Flat Type forging –
Raw Material required 380
Gms/Pc
140 Sec. processing
time required for Slot
cutting.
380
320
0
50
100
150
Before After
Forging Weight
140
110
0
50
100
150
Before After
Cycle Time ( Sec.)
1 Gms Saving Project – Forging Process Improvement
TOTAL KAIZEN IMPLEMENTED – 197 Nos.
22. 22
AFTER
Chuck mounted on
Rotary Table converted
into Horizontal Milling
process.
Benefit Achieved Reduce process Time Rs. 3.65 Lacs
BEFORE
Low Productivity & more
Loading / Unloading time
required due to Vertical
Milling Process.
One Second Saving Project - Productivity Improve
Horizontal Deployment
in Three Components
TOTAL KAIZEN IMPLEMENTED – 378 Nos.
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Employees at all levels are effective problem-solvers and
are able to utilize Root Causes Analysis and Corrective
Action to solve many operational challenges. Such efforts
support the continuous improvement process and have
become a routine part of everyone's job function.
Problem-Solving Capability
Best Manufacturing Practices