For
Cluster Development Initiative
4/13/2015
Presented by EWIS Delhi
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Presented By
ISO 9001:2008 ORGANISATION
4/13/2015
Presented by EWIS Delhi
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Our March continues on
the path of Self-reliance,
Quality and excellence…
4/13/2015
Presented by EWIS Delhi
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Contents of the Presentation
1. About the Organisation
2. About Productivity
3. Process of Productivity Improvement in a
Cluster
4. Improvement Results
5. Methodology of Productivity Improvement
QUALITY POLICY
We, Team of EWIS will continually improve the Quality of our Services in
Consultancy in the areas of Management, HRD, Industrial Engineering,
Institutional Development, Training and Survey to our Clients through the
Study and Implementation and also facilitate our clients keeping in view their
present and future Organizational Developmental requirements.
We will also ensure organizational future growth and prosperity by
implementation of Quality Management System in conformity with ISO
9001: 2008.
EWIS Delhi
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WE OFFER
SERVICES
1. MANAGEMENT CONSULTANCY
 PRODUCTIVITY
 QUALITY
 HUMAN RESOURCE MANAGEMENT
2. QUALITY MANAGEMENT SERVICES
3. TRAINING AND DEVELOPMENT
4. PROFESSIONAL SERVICES ON
-BUSINESS PROCESS RE-ENGINEERING
- CUSTOMER RELATIONSHIP MANAGEMENT
5. IMPACT ASSESSMENT STUDY AND RESEARCH
6. SOCIO ECONOMIC STUDY AND SURVEY
EWIS Delhi
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Business Applications
Organisationa Strategy - Process Reengineering
Efficiency Measurement
Performance Management and Improvement
Lean Manufacturing
Benchmarking
Organizational Restructuring and Process
Improvement
Quality Management Consultancy – QMS
Employee and Customers Satisfaction Survey
Financial
Analysis
EWIS Delhi
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Why you should choose EWIS over other companies??
We react and get things done fast
We are flexible and make decisions quickly to
respond to client needs and solve client
problems
We have close professional relationship with
all our clients
Our low operating overheads are reflected in
our charges to our clients
We agree payment linked to project
deliverables with our client
Our expertise makes you save time and therefore
cost within your company by not having to
educate and implementation consultants
We ensure complete customer satisfaction
EWIS Delhi
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EWIS delivers the highest level of expertise
and flexibility to meet Customer’s expectations
Just-in-time approach to
service delivery, when and
how to apply our expertise.
In addition to EWIS
services offers
comprehensive
Consultancy from Study to
Implementation of the
requirement of our
Customer
Knowledge transfer helps
you gain long-term value
Experienced
professionals help you
relieve congestion,
reconfigure present
system and new
applications, and better
to manage
EWIS Delhi
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A Select list of CLENTS and Sectors where Assignments is
Continuing or completed
1. NATIONAL PRODUCTIVITY COUNCIL
Organisational Restructuring in the following Sector
- Power Sector – THDC (Tehri)
- Ministry of Transport – IWAI (Inland Water)
- Educational Sector – SOL under University of Delhi
- Socio Economic Survey and Study – UNCTD, DC – Handicrafts
etc.
2. IL & FS (in World Bank and DFID Fund)
- Productivity Improvement
- Quality Improvement Services
3. HARYANA TECHNICAL EDUCATION
- Grading of the Institutes
EWIS Delhi
- QMS for Technical Institutes
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4. National Power Training Institute - NPTI
5. SIDBI, World Bank and DFID – in 2 Clusters
- Productivity Improvement
- Seminar on Improvements etc.
6. Automobile Industry
- Productivity and Lean Manufacturing
7. Quality Council of India
8. Uttarpradesh Pradesh Consultancy Limited
9. LEAN MANUFACTURING IMPLEMENTATION
A Scheme under Ministry of MSME Govt. of India (For 5S, Kaizen, QC,
SMED, TPM, Process Layout, Inventory etc.)
Cluster – I: Meerut Engineering Cluster
Cluster – II: JAMSHEDPUR Automotive Cluster (on progress)
10. Process Modification and Manpower Standardisation of HNG –
EWIS Delhi
Hindustan National Glass Factory
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11. ACE Refractory (Caldrys, France, Katni and Nagpur, previously ACC
Cement of )
12. NABCONS – NABARD Consultancy Services
- Ministry of Food Processing
- Min. of Agriculture
- RASPATI AWARD - Nirmal Gram Puraska (NGP)
- Project Assessment of CAPART
13. SOMANY Ceramics Ltd. (Buhadurgarh and Kadi, Gujrat)
14. SBI – State Bank of India
- Project UPTECH – Technological Upgradation for the State of
Jharkhand
15. M M AQUA PVT. LTD.
- Plant Layout
- Energy Conservation
16. BHEL – HRDI, Noida
- Online – Leadership Assessment
17. PTC Limited (Power Trading Corporation)
- Energy Conservation
EWIS Delhi
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ORGANISATIONA STRUCTURE OF EWIS
MANAGING
DIRECTOR
ADVISORS
CHIEF
OPERATING
OFFICER
HRM GROUP
QMS
GROUP
PRODUCTIVITY
GROUP
ECONOMIC SERVICES
and TRAINING
Consultant
Consultant
Consultant
Consultant
Management
Trainee
Management
Trainee
Management
Trainee
Management
Trainee
EWIS Delhi
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CERTIFICATES
PUBLICATIONS
AND
SUCCESS STORY
EWIS Delhi
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EWIS Delhi
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EWIS Delhi
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Presentation at Vigyan Bhawan
For the
Success of Cluster Development – Lean Manufacturing
Implementation
Under Min. of MSME, Govt. of India
EWIS Delhi
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EWIS Delhi
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EWIS Delhi
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Productivity
Ratio between output and input.
Arithmetic ratio of the amount produced to the amount of any resources
usedresources
in the production.
The
may be: land, material, plant, machines, tools, labor.
It could be combination of all!
Over a period of time, one can say that productivity has increased.
How?
Combination of
improved Technology
better Planning, greater Skills etc.
4/13/2015
Presented by EWIS Delhi
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Productivity
Note: Increased production does always not mean
increased productivity.
Higher productivity means that more is produced with the
same expenditure of resources; that is, at the same cost in
terms of land, material, machine, time or labor.
Alternatively, same amount is produced at less cost in
terms of land, labor, material etc; thereby releasing some
of these resources for the production of other things.
4/13/2015
Presented by EWIS Delhi
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Productivity in industry
Many factors affecting productivity of each
organization; also, they are dependent.
Depending on the individual environments,
decisions are to be made.
Industries where labor and capital costs are low
compared to the material costs, better use of
material and plant gives the greatest scope of
cost reduction.
In countries where capital and skilled labor are in
shortage compared to unskilled labor, one
should look to increase the output per machine
or per skilled worker.
4/13/2015
Increasing the number of unskilled workers may
be beneficial if by doing so an expensive
machine or
skilled
craftsmen
are enabled to
Presented
by EWIS
Delhi
increase production.
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Government’s responsibility
Government can
create conditions
favorable to raise
productivity. It can:
1. Have a balanced
programs of
economic
development
2. Take steps
necessary to
maintain
employment
3. Make
opportunities for
employment.
4/13/2015
Last step is
specifically important
for a developing
country like India.
Government should
make provisions for
workers who are
going to loose jobs
because of
technology
improvement –
training and
education programs.
Presented by EWIS Delhi
Example: India’s
First Five-Year Plan
(1952).
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Management’s responsibility
The main responsibility for raising productivity in an individual organization lies
with the management.
It can implement productivity programs.
It can create a positive environment and obtain co-operation of the employees.
Trade unions should encourage its members to provide such co-operation
when the productivity program is beneficial to workers, as well as the
organization on the whole.
We will look at management’s role in increasing productivity of individual
resource:
4/13/2015
Presented by EWIS Delhi
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Factors Tending to Reduce Productivity
Work content added due to the product for a
manufacturing firm:
The product or its components are designed such that it
is impossible to use most economical manufacturing
processes.
Excessive variety or lack of standardization.
Incorrect quality standards.
Excessive amount of material removal required.
4/13/2015
Presented by EWIS Delhi
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Work content added due to process




Incorrect production process (and/or machine) used
Process not operated properly
Non-optimal layout with wasted movements.
Working methods of operation causing wasted
movements, time and efforts.
Presented by EWIS Delhi
4/13/2015
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Ineffective time due to management








Marketing policy which demands unnecessarily large
number of products.
No standardization of components between as well
as within products.
Failing to meet customer’s requirement from the
beginning.
No plan for flow of work.
Improper supply of material, equipment.
Improper maintenance of plant and machines.
Insufficient safety measures.
Improper working conditions resulting in interrupted
work.
Presented by EWIS Delhi
4/13/2015
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Process of Productivity
Improvement Applied in
A Cluster
MAIN ACTIVITIES OF THE PRODUCTIVITY
IMPROVEMENT STUDY
DIAGNOSTIC
STUDY
THIS STUDY AND IMPLEMENTATION
MAIN ACTIVITIES OF THIS STUDY
AND IMPLEMENTATION
Main activities are related to increase Productivity.
Line Design of the Production lines – For Closing, Lasting
and other relevant Lines
It is executed according the differentiations of the Products,
i.e.
No. of activities in the Components
Man and Machine Combination
Time of each activity
No. of Helper, Fitters and Machine required to maximise the
utilization all Inputs
Implement the Line setting according the Line Design
Space Management
Training of the Supervisors
Training of the Supervisors about Implementation
Soft Skill – Team Building, Discipline, Morale etc.
Formal Testing after Training
Down Time Maintenance
Concept of 5S etc.
Reducing Rework and Repair and Quality Improvement
Reducing the Rework, related actions and Checking process and points
Corrective and Preventive actions of defects
Reduce unnecessary Overtime
OTHER
RELATED
AREAS
Some Productivity
Controlling and
Measurement Tools
to the MD
Incentive Scheme
(yet to Implement)
Inventory Control
and Reduce WIP –
Minimum Inventory
for RM, WIP and
Finished Goods
PPC System
SCOPE AND PURPOSE OF THE STUDY
Sl.
No
SELECTIVE ARAES
OF OUT COMES
SHORT DETAILS OF THE BENEFITS
PHASE - I


01
Production / Line
Imbalances




02
Production
Improvement



03
Addition Of New Shift



04
Line Wise Rework
05
WIP Rate



By Effective Utilisation of Time in Operations in the Lines
Reduce Ineffective Time and activities
Adjustment of the Production rate in every lines
Using Time Study in the Plant with ILO standard
Line wise Production Norms i.e. Maximum Feasible
Production in Line and Complement of Manpower
Increase in Production will reduce the unit cost and over
head cost of per unit of items
Balancing the Production in every Lines, so that no WIP
emerge in between lines without any necessary to
complete the Production
It will reduce the over time
Increase the unit’s Total Production
More supply in the market for cover up Buyers’ demand
Optimum shift option for Maximum utilization of Time,
space and capacity of operation
Maximum possible remove the Rework jobs will maximize
the output rate and Production capacity
ZQC is the practice where no required for quality control
that means everybody will be conscious about the Quality
Input, WIP and Output balancing according the Lines
Reduce the WIP by better planning
06
Utilisation Of Materials



07
Materials Movement And
Compactness

08
Plant And Production Lay
Out



09
Production, Planning And
Control System



10
Sustainable Business
Process
01
Training Need Analysis
02
Attitude to Quality and
Productivity
03
Quality Circle and 5S

Economical use of the most expensive input like Leather
Economical cutting methods
Specific line of Flow of materials
Standardize Input receiving and transfer in every workstation
Process of keeping work space in clean for better work
environment and motivation of work
Changed and modified plant layout for more lines in same pace
and improved Line alignment for better flow of items
Better process of Quality control by reformulating the Checking
points
Controlling at the Higher level by Numerical data preservation
method will help for periodic review and analysis
Planning of Production according the Practical Information
Process Reengineering by New Addition of Business and Flow of
delivery Starting from Customers / Agents order to Delivery of the
Materials.
It will help to take lead in the Domestic market first and later in
Export market
PHASE – II
For Training of all Seniors and key Staffs for Corporate and
Customer Impression Study in Functional, Behavioural and
Technical
Importance of Productivity and Methods of Implementation
A Group concept of the Improvement and problem solving
methods and 5S for Sort out of the Materials and Cleanness
of the Shop floor make it a Standard
9.
TARGET
120 Pair/ Day
Marking
1H
LINE DESIGN
Article – 1108
SUMMARY
Manpower
Helper –12, Fitter -06
Machine man –06
S. N.
Goloka Stitching
Lining+ Counter
Stitching
Ghujia Stitching
(Trimming-)
4.5min
`
Counter Bleed + Tongue
Completed
1F+1H - 5min.
Titkul Chipkana + Hasia +
Lining Quarter
2H – 2 min
-
S. N.
Golaka Stitching +
Hasia Stitching
3 min
S. N
Collar Stitching
Quarter Stitching
Collar+ Quarter Stitching
4 min
Collar+ Titkul Attachment
Counter + Quarter Attachment
1F + 2 H
4 min
Side Quarter + Collar Fitting
Counter Lining Sattao
1F + 1 H
2.5 min
Vamp + Side Quarter Attachment
Collar Folding + Eyelid Punching
1 F + 2 H 3.5 min
Facing Satao + Ghujia Banana
1 F + 2 H
4.5 min
Vamp + Clothe Lining Pasting
1 F + 2 H 1.5 min
Cleaning
3H
D. N.
Vamp + Titkul
Stitching
Counter Stitching
3.5 min
D. N.
Facing Stitching
Collar Satao Stitching
4 min
S. N
Clothe Stitching
+ Tongue Stitching
2 min
USEFUL SUMMARY SHEET WITH NORMS
TIME STUDY SUMMARY SHEET
Department/ Division : Kanpur
Section : Closing
Product : UPPER
Model : Article - 1278
Line No. :
Sl.
Element Description
No.
1
2
3
4
5
6
7
8
9
10
11
Work Station : Nadeem
Operation Description : Closing of
the Elements
TYPE : Sewing of the Leather
Crew Size : H – 10, f – 6, M/m - 7
Observed
Freq
Basic
Total Allowance
Time
( in per Time
( Sec)
cycles) ( Sec)
( %age)
( Sec)
M/c Tongue Attachment(1278)
M/c Final Upper Tongue(1214)
M/c Counter stitching(1278)
M/c Counter Attachment(1278)
M/c Lining(1278)
T-Finishing(1214)
Quarter+Kanacher Bleed(1278)
Tongue Pasting(1278)
Quarter + Counter(1278)
Final Bleed(1278)
Cleaning + Marking(1214 +1278)
Elements Summary
(a) M/controlled
(b) Manual-Outside
(c) Manual- Inside
(d) Total Manual
(e) Unoccupied Time
Operator Utilization (% age)
Machine Parameters :
Double and Single Stitching M/c
Element Time
Nos.
( Sec)
Standard
Time
( Sec)
1.06
0.51
1.08
0.22
0.42
1/1
1/1
1/1
1/1
1/1
1.00
0.46
1.02
0.20
0.40
8
8
8
8
8
1.08
0.50
1.10
0.21
0.43
1.52
0.54
0.30
1.07
1/1
1/1
1/1
1.20
0.48
0.27
0.85
8
8
8
8
1.30
0.51
0.29
0.91
Total Standard Time for
Operation ( a+b) ( Sec)
Output per Cycle ( No) :
Available Time per shift ( min) :
Production Norms per shift :
( No. of pieces)
Time study Working Sheet
Dept. Line:2
Product:
Date
Work Station
Crew Size
Machine Parameter
Operation
Time
Sl.
Element Description
No.
Average
OT
Rating
1
Pick the plastic bag &
attach the packing
2322.1
2321.06
2324.08
machine & Filling the
2
bag
2322.42
90
2
Stitching the bag
1600.00
1600.0
1600.06
8
1600.04
100
3
Pick the bag & place
to another place
277.6
277.18 279.28
278.02
110
4
5
6
7
T1
T2
T3
T4
T5
Remark
TENTATIVE DIAGRAM ACCORDING THE WORKING IN LASTING SECTION
Workstation - I
Work station - X
Top up
Time- 21.25 sec
Workstation - II
Work station III
TOE-LASTING
Time – 6.82 sec
Side Lasting
Time – 13.65 sec
COUNTER
MOLDING
Work station - XI
Sheath Lasting
Time – 6.54 sec
Work station IV
Starting
Point
Founding
Time – 8.64 sec
Work station V
Heat Shutter
CONVEYOR OF LASTING SECTION
Work station VI
Ruffing
Time – 10.25 sec
Delasting
Time – 6.44 sec
Without M/C
Marking
Workstation - IX
Work station – XIV
Chiller, M - 02
Without M/C
Cleaning
Garari
Time – 20.29 sec
Work station VII
Sole Press
Time – 17.16 sec
Without M/C
PU
Workstation - VIII
Without M/C
Sole Wash
Rate of Production
1. 1101.8 pair / day
Total Manpower Active
2. 68 Person
BASIC LEARNING ON PRODUCTIVITY
LEAN MANUFACTURING
TECHNIQUES
KAIZEN
(CONT. IMPROVEMENT)
PARETO ANALYSIS / ABC
ANALYSIS
CUSTOMER SATISFACTION
MEASUREMENT
TOTAL QUALITY MANAGEMENT
- TQM
SIX SIGMA
TOTAL PRODUCTIVE
MAINTENANCE - TPM
PROCESS MAPPING
ANALYTICAL ESTIMATING
QUALITY FUNCTION
DEPLOYMENT
7 QC TOOLS
VALUE ENGINEERING
QC / TAGUCHI METHODS
CONTINUOUS
IMPROVEMENT
5S
SCENARIO PLANNING
RELIABILITY-CENTRED
MAINTENANCE
PROCESS CHARTS
PREDETERMINED MOTION
TIME SYSTEMS
SMED
Methodology of Productivity
Improvement
In the
Industry
INTRODUCTION
4/13/2015
Presented by EWIS Delhi
WM is also used to set standard times to carry out
the work, so that any ineffective time is not included
later.
 Any addition the standard time would show up as
excess time and thus can be brought to attention.
 Since, standard times are set for all the activities
through WM, it has earned bad reputation amongst
workers.
 Major reason for that has been the initial focus of the
WM methods, which essentially targeted only the
worker controllable ineffective times.
 Management controllable ineffective times were
ignored traditionally.

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STEPS IN MAKING A TIME STUDY
4/13/2015
Presented by EWIS Delhi
Obtaining and recording all the information about
the job, the operator and the surrounding
conditions, which is likely to affect the carrying out
of the work.
 Recording a complete description of the method,
breaking down the operation into “elements.”
 Examining the detailed breakdown to ensure that
the most effective method and motions are being
used.
 Measuring and recording the time taken by the
operator to perform each “element” of the
operation.

42
STEPS IN MAKING A TIME STUDY
4/13/2015
Presented by EWIS Delhi
At the same time assessing the effective speed of the
working of the operative in relation to the observer’s
concept of the rate corresponding to standard rating.
 Extending the observed times to “basic times.”
 Determining the allowances to be made over and
above the basic time for operation.
 Determining the “standard time” for the operation.

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Breaking the job into elements



An element is an distinct part of a specified job selected for
convenience of observation, measurement and analysis.
A work cycle is the sequence of elements which are required
to perform a job or yield a unit of production. The sequence
may sometimes include occasional elements.
For each job, a detailed breakdown of the complete job into
elements is necessary. Because….
44
Presented by EWIS Delhi
4/13/2015
Reasons for breakdown of job




To ensure that productive work (or effective time) is
separated from unproductive activity (or ineffective time).
To permit the rate of working to be assessed more
accurately than would be possible if the assessment were
made over a complete cycle.
To enable different types of elements to be identified and
distinguished, so that each may be accorded the
treatment appropriate.
To enable elements involving high fatigue to be isolated
and to make the allocation of fatigue allowances more
accurate.
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Presented by EWIS Delhi
4/13/2015
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Presented by EWIS Delhi
4/13/2015