GoE Category: | GoE Name: GoE State: GoE Location: Unit Nam UDYAM Registration No. NIC Code: Year: Lean Diagnostic Study Report [Company Information Gok [Enterprise name lAddress : “Phone : Lean Consultant a Email : [Main Products : Manufacturing Process : ear of : ablishment : Gomeratic Phone : cEO Email: Phone: lLean Coordinator ~ Email : value Type : linvestment: (es Grow) Industry Type: lannual Turnover} 2019-20 2020-21: 2021-22: [Employee Post | Lae perso kerength IcraduateEnsineer Graduate Diploma] ITI x | Helper | Total jen omen [Certificates : Remarks (Company O1 anization Structure bs Oe Nioa[Remarks Pilot Value Stream Selection Product Families ‘ ‘alue Streams Pilot Value Stream Number of Employees ‘alue Stream Map} fio ica [Remarks ‘alue Stream Benchmark Pree) Outpat(in Rs)/Labor Costin Labour . ._.. Rs.)(Comparison Productivity etween prelean and post-lean period) ope uate Rs Capital Productivity mvestment in 'Y Machines( Technology) Annual Cumulative savings Savings from various Lean (Lean) projects Nos. of defective produets returned by customer’ Total no. of Voice ot Products dispatched Customer No, of recognition letters/ certificates from Customers and third party Total Sales Inventory Value/Average Y Inventory(Comparison Turn Ratio etween préslean and posi-lean periods) Bacok Kaizen Implemented Keizens : % Reduction in ee rejection/ Rework Ci of poor quality) Ratio Ratio. Rupees Ratio No. Rupees/Unit Inventory Number of Kaizen PPM as oHPeople Trained in HR Paley ee Lean Man-Hours roject), Time taken between F | 5 Lead Time Customer order to Days ! Delivery Value Add Ratio of Process time a 10 Ratio Hie. Onctime _% of Customer a 11 Detivery schedule adherance Percentage(’*) % of Material utilised in Finished goods ~ 12 ThtowehPut Gviaterial wt in Percentaze(%) sr Finished Goods/Total RM taken wt) * 100% % of Machines run for production out of total available time(For Critical process) =(Pereentage(%) Total time of machine run / Total available time ) * 100% ( Availibility Ratio * 13. Eauipment 3 Availability 14 OBE Performation Ratio * Percentage(%) Quality Ratio )* 100% Reduction of space js Floor Area required for production sq meter Freed up in % by employing Kaizen Raw material ‘consumed by the unit Per Lakh in the past 6 months/1 Tumover Raw 16 Material Consumption Year : Energy consumed by 17 ees ion the unit in the past 6 Bolton samPhOM months/1 Year Water consumed by Water - Per Lakh 18 eet aption BE unit inthe past © —Tymoyer months/1 Year RemarksST ean TooWs | Rating Geale 0 ~5)— Consultant qeed to rate the status of the organization st «| Projects Stage, based on its DSR findings. N 0 1 2 3 4 5 ° 1 [3s There bono 58 | 1.15 515 $i 10.35 13. Quanto (Swachh fpotem in place. | Gorting), 28. | implemented. | PFET (Shine) of space freed Workplace) Getin Order) | Red Tags | locaton for | Impicsian up and money £38(Shine) | applied Keeping the | onstarted, | saved being Seiri Sort | Training Fei Tagged | necdeditems | Cleanand | recorded providedto | items decided Use | shine every Seiton Set in selected identified. | Visual iematihe | 14. Develop Order employees. methods like | workplace, | Key Process [Link] | signs, ines, | While Jadicators Selso - Shine Siw of | labellingand | cleaning, look | (KPIs sich #5 ceeded | colourcoding | forsafery | space feed, Seiketsu— [Link] | items etc, for hazards, loose | Money saved Standardize Fa torte, | ee recarand | implementing | wits, poor [ty aepieelot planned as to | revord tems | connections, | red tagged Shitsuke - how to maintained. | used every bad hoses and | items etc.) for ‘Sustain implement day maybe _| allthat which | 1S 1038 the 5S Keteloserto | may cause | implement System. 7. Red workmen and | accidents! on. ‘Tagged items.| ysed oneea | breakdown [Link] | senttotheir “| weck may be | potential toss | 15. Measure BScrummtwo {predecided | keprtiie of quality, | the KPlsand | zones for 5S | storage sey from — | safety and | analyse 0 fmplementati | location and | ease in productivity. | take on, zone-wise | record working: proce ais Seicheck || sisintnned, 11. Meetings | action for sheets made. | 9,serupa [sited on |_| Improvement Zonal maps | system for | items kept in made Be zone- how many to | local Red Tag wise teams have at hand, | holding areas formed. when 10 for replenish. and | appropriate | who is disposal after 4, Initial ee responsible _ | identification photography for ordering done. 3 more. 12, Necessary SOPs formed | ZT waay Work | Systm of Daily] 1. Training |S. fete loam [LOWE | Management | work management | provided to | unéc'EOr ‘he | targets broken | meetings (at | MUS are mace (DWM) doesnotexist | selected training on | downto tunittevel | and presented employees. | the DWM moathly/ ‘Hdepartments | Py each concept and’ | daiy basi. | and daly | er [Link] for | understands it |targets of | stand up showing level DwM well of adherence Se venen each funtion | meeting et | to urges pase cami, | Seekes jee EN oy | wecetnl | wend ore 3. Daily feauiremens | sutebly. | andar each Werk fand process | Hstalla other Wicerment | cyelesine, | production — | enea) ore (at unit level | Develop tracking heldon | fonly) (DWM) | yearly targets. | board production, | meetings depicting _| maintenance a mesimetace |7.S0Pfor | tages vs | sdespateb for DWMis | achevements, | safety and | menauetion &Swaste awareness [No proper | lluventory |3. Training | 6 Safety | 10. Purchase | 13, workshops, 8 record of record imparted to | stocks are dept. drives to | Inventory waste inventory of | available. employeeson | reviewed | reduce lead | tumover identification RM, WIP and the losses dua | regularly | time, procures | (ITR) is FG. Inventory | [Link] | to higher materials in | monitored (b) Inventory tumover(ITR) | sensitivity | inventories. | 7. SOPs_| small-multiple | regularly isnot tout formed for | lots, regulates | and is measured, | inventories. | 4. Teamsare | inventory | supplies by | improved but no formed for | managemen | monitoring | upon Teamsnot | systematic | improvements | t consumption. aware of the | approach in__ | on waste due to wasie due t9 | place iohave | inventory 1. PPCR inventay. | contel. Stores raise. | 11. Regular 5. Inventory alarm over | disposal of levels are excess slow & none decided based | procurement | Moving onsales trend, | & seater customer's. | inventory, delivery needs, | slow & non- | !2. Revenue safety stocks | moving _| benefits rom depending items, reduced upon whether | inventory materialis~ | [Link]- derived runners, moving repeater, or | inventory stranger and | disposed off materials sre Procured 9. Inventory accordingly. | tumover (TR) is accounted for. 3 | Bwaste awareness | 1. Theeisno [[Link] |[Link] | 6 Around | & Around 40 | 10. Approx workshops, 8 consideration | consideration | are trained on | 30% of | *eof critical | 50% of waste ofeconomies | of the the importance | crit work stations | critical work identification ‘ofmotion & | importance of | of motion in| stations are | are anslysed | stations are ergonomics | Motion but | designing analysed for } for analysed for (© Motion implemented | workstations | ergonomics | ergonomics / | ergonomics! | designing | infewof the | ergonomically. | / motion. | motion. motion. assembly / that 100 work stations. | not very 4-Team formed | [Link] including on | efficient. toassess waste | are 9, Based on machines. from mation, | implemente | analysis, 11, Benefits dito reduce | Process are 5. $0Ps formed | waste due to | standards are | evaluated woaddress unwanted | amended with respect waste from | motions. | accordingly. | tocycle motion time, productivity » safety & quality 7 | Swasteawareness | Thereisno | 1Employees [3. Employees | [Link] | 9. Production | [Link] workshops, 8 awareness on | are somewhat | are imparted | work scheduling is | accrued waste wase due 10 | aware ofthe | training on the | stations / | done from identification waiting time | losses due to | losses dueto | machines | considering | improved at work waiting, waiting and its. | are delivery system are (@) Waiting, stations and/or adverse jentifed | commitments, | documented machines impacts on the | whete the | sequence of | and [Link] ofthe | units waste due to | operations, | presented to critical work _| performance. _| waiting workstation’ _| managementElivery = DWM measures] ofall the functions but | meetings (at | taken to stakeholders notinawell- | unitevel | correct the | considering sirvctured | only) are caine manihly/ way. taking place ieivaraes inastructured | [Link] | Oa pre 4Monthiy — | way for neetings (at production | production, | unit level and targets are | purchase | wirhin each defined and | dept. & fanction) are these form | despateh | heron eee teat production, maintenance, ee despatch, safety and quality considering monthly, daily targets & KPIs, 3) 8 waste Noawarenesson 1. Thereis [4 Training | 8. Corrective | 11. Facilites | 18 awareness | appropriate some impartedto measures | areavailable | Transportatio workshops,8 | conditions for | awareness __| employeeson | taken in few | for nTime and waste transporation. | about plant | the losses due | of the cases | trarsportation | cost for items. identification layout to for of materials | are captured ps transportation | appropriate | within the | and targets to (@) Transport ohea transportation | plant under | reduce the ation a based on — | appropriate | same are in 2 Steams are | type of conditions so | place. formed for | materialsto | that no 2. Machines | improvements | be transported | defects occur | 15, Reguler equipment | on tothe monitoring of and assembly | transportation | 9. Plant products but | benefits of stations are layout is is improved laid out as reorganized | implemented | material flow per 6, Waste based on the | in most ofthe | and internal availability | attributed to | process flow. | cases transportation of'space with | transportation isdone for no scientific | is identified 12. Visual | PDCA. weal 10, Material | management considering | movement is | oF material the process | supportive of | flow exists flow ofone | linear flow | along with 3. Therefore | preduet or for | thus internal | ant layout # good combination | tfansportation amount of | of multi- is minimized, internal product. 13, Facilities transportation are available takesplace | 7. SOP for for formed to transportation processing | address for almost al from one _| transportation the materials waste within the Sc plant under appropriate conditions so that no defects occur inthe products,B waste awareness Siyaes | siening [OSetey | [Link] |) 13 workshops, 8 record imparted to | stocks are | dept. drives to | Inventory waste Metabie, < [employeeson | reviewed | reducelend | tumover identification theosses due | regularly | time, procures | (TR) is See lene | mates | mortrcd (b) Inventory eettity | invenories. | 7.SOPs_| stall-multiple | regularly about | formed for | Jor, regulates | and is Treentories | 4. Teamsare | inventory | suppliesby | fimproved but:no formed for | manegemen | monitoring | apon systematic | improvements | t consumption. approach in| on waste due to place to have | inventory [Link] control. Stores raise | 11. Regular [Link] | alarmover | ¢ispostl of levels are excess: slow & non- decided based | procurement | moving onsalestrend, | & materials eustomer’s | inventory. delivery needs, | slow & non- | !2- Revenue safety socks | moving | benefit from depending | items reduced upon whether inventory material is, | 8Non- derived runners, ~ fmoving repeater, or | inventory | | stranger and | disposed off | materials are | Procured 9 Inventory accordingly. | turnover (TR)is accounted for Gammavatwas |i Toes | DThewiea | [Link] |G Acund | 5 Around 4] 10, Approx workshops, 8 Erdacion | consideration |aretranedon | 30%of | Seofertieal | S030 waste of economies | of the the importance | critical work | work sations | eritcal work identification Seen & | importance of | of motion in| siaiions are | are analysed) stat Ove 18 | ergonomics | Motion but | designing analysed for.| for analysed for (©) Motion while implemented | worksiaions | ergonomics | etgonamics/ | ergonomics Yesigning | infewofthe | ergonomically. | motion, | motion motion assembly / | cases that 00 work stations | not very 4cTeam formed | [Link] including on _| efficient. toassess waste | are 9, Based on machines. from motion, | implemente_ | analysis. 11. Benefits dtoreduce | Process are 5, SOPs formed | waste due 1 | standards are | evalueted to adress tanwanted | amended —_| with respect waste from | motions, | accordingly. | to-cyele motion. time. productivity y safeny Be uality Fumie iwareies | Thereisno | LEmployes |3. Employees [[Link] | 9. Production TO. Beneliis workshops, 8 awareness on | sresomewhat | are imparted | work scheduling is | accrued waste raste dueto | aware ofthe | taining on the | stations/ | done fiom identifieation Wraitingtime | losses duet | tosses due to | machines} considering improved at work | waiting. waiting and its. | are delivery sysiem are (@) Waiting stations and/or | adverse identified | commiuments, | documented machines | impacts on the | where the | sequence of | and ssresenteal tcf hich aren | istructions for T place. 4, Rejection’ | processes rework data including captured critical | processes. | | Po 3 8 waste No TiFew of the | 3. Employees | 5: Employees | 7.720% and 10. There are | Owe | awomwement | eptovecsare | aeampones |S T in [upto s0% =| many vorkshops, | ofemployees | aware about training on | activities employees are} employees-led 8 waste in the the | suchas 5S, | Involved in Kaizens and a tiieati | improvements | importance of | mmPOTAnCS Kaizens, Lean’ | proactive on activities or | their of their voluntary | improvernent | invotvernent ‘changes in the | involvement fnvolvement | suggestions | activities | ofatarge (h) Skills univas allthe | in in schemes. number of & wixions are | mproverwent_ | improvement | 8, Production, | employees ‘unutittz | driven by top | actions activities, quality, thus it has ed ‘management / 6. 10-20% of | delivery ‘become & ‘alent | 7°P. | 2. Few ofthe empleyees | targets. culture. srcmagersand | employeesare | 4 10% are or | ar invcived_| performance is \ rest follow the | getting in Lean shared with AL. Skill instructions. involved but | employees improvement | employees a! Matrix for inlimited prveduaged | O78 all levels. | critical to activities such | in | quality as practicing | improvement 9, Rewards and | processes 1$ 5S at the activities. recognition available and ‘workplace. systems in. operators are | place placed as per skill | requirement! | | | | | | | z esl eee 4 Kaizen Noawareness [1 Voluntary | 4 Team Bkawen | 10 Kaizen 12, > 30% enkaizen | sugee | given | Rdjects are | projects are | employer Spncepe | schemeds. = walnine om gentified | identified incl work! place for Kaizen during Daily | during Daily are invel¥ individual Work Work to Kaizen oriented [Link] Management | Management activity. Kaizens eine formed | (DWM). | OWM) fo doing | meetings | mestings 13,Nos ¢ 2. Reward or | group- regarding | regarding voluntar) recognition | oriented | aualityy Keizens‘which are in| instructions for presented 10 place. approx. 25% of ‘management Critical to it [Link]’ | Goceres | rework data | including | captured critical | processes, | 3 Swasie | No [Link] ofthe 3. Employees | 5. Employees | 7.>20% and | 100 There are awareness | involvement | employees are | are imparted | engage in| upto.50% | many workshops, | ofemployees | aware about | trainingon | activities _| employees are_| employees-led Swaste | in the the suchas 58, | involved in| Kaizens and identificati | improvements | importance of | importance | Keizens, | Lean’ proactive on activities or | their oftheir voluntary | improvement | involvement changes inthe | involvement | involvement | suggestions | activities. ofa large (hy Skills | unitasall the | in in schemes, umber of & actions are | improvement | improvement 8, Production, | employees unutitiz | driven by top | actions. activities. , quality. thus it has ey ‘management / 6, 10-20% of | dtivery become a talent | shop 2. Few of the employees | targets, culture, managers and | employees are | 4. 10% are or | # involved | performance is rest follow the | getting less in Lean shared with 1. Skill instructions. | involved but | employees | improvement | employees at_| Matrix for intimited | areengagea | ectivities. | ait levels, critical to activities such | in | quality aspracticing | improvement 9, Rewards and | processes is sSatthe activities. recognition | available and workplace. systems in| operators are place. placed as per skill requirements 7 Kaizen | Noawareness | 1. Voluntary | 4. Team BKaizen | [Link] | 12.>30% of ‘onKaizen | suggestion | given projects are | projecis are | employees concept scheme in | training on | identified | idemitied incl workmen place for Kaizen during Daily | during Daily | are involved individual Work Work to Kaizen oriented SKaizen _| Management | Management | activity | Kaizens teams formed | (DWM) (DWN) | fordoing | meetings _| meetings 13. Nos of 2. Reward or | group- regarding | regarding —_| voluntary recognition | oriented qual Kaizens cuctam in | Ksizene tn nendiniotivity | ienlamantada No visual controls / Management in place taking problem employees for initiative in ‘Activity Quality Circle, (SGA) or by Critical Problems & implemented breakdown issues and other critical 8. SW & 1H | problems faced | 14, Nos, ‘dentification | 6 Kaizen approach,7 | & Kaizens, pMaizen | ojectsare | OCmee ind | implemented, | Tangs | implementatio | identtied | SC checklist hon-tangit n during DWM | are used for benefits mestings | problem MsKaizen | seemed ai aengee | ONing | esting ty Presented t 3. Kaizen are_| quality, held at reguiar | managemey taken upas | critical intervals and when problems & | 15. Top needed by | implemented, | managemen quality of recognize ar | other critical | award top Problems by | 7. Kaizen keizen Nolantary “| focussed on awardees Suzzestions of | 5S, Muda employees. | elimination, creating | Process standards (SOPs) for | | Fesolving ems, | 1 Visual 2 Team 7. Paced 18 Visual 14, Visual displays being | given Visual display done | displays in done on Saining on | control board | for Dlece on Lean Production & | Visual | in each improvement | education ig. uality targets | Contr cepartment | projects | 8- Wastes, and actual anddisplay | Kaizens | Muds, Mura, Performance. 9. 30 made | arm? and Muri a Display done | for visual following | 9. Display of rea rene” {controls for | poinis: © | People who got | 15, Plany area(inone | Men, je0enition | safety elaieg location only) | Machine, | () awards to raise | dispiay in maritis | Organisation | their arcore place ie. Methods, | charts of | Emergency Measurement | cach 10. exit routes, Separiment | idenifeation | suey 4. Decided as instores about | instructions | {Rho all are | (6) 58 zones, | joc on machines, | perrosible | zone leaders. | address of inhazardous for visual | and updated materials, areas, Floor control SS check | display of markings, displays. | sheers, items fallen | Area's | below safety. | identification, 3. Annual | (ey Stocks shelf. | emergency targets Machine's | life items Contact person eascaded | lubrication details, downto | status [Link] of Monthly Productivity | 16. All visual targets (Gy Prertor. | tends in each’ | asreite are Samed by | sittivatin | Scones dynamically management Updated by Se RO Dalby | Fi steoecte | the persons of Updated Suggestions | responsible Measurement cach OMechine | deparimen || 6 Visual ‘status 13. Display of | controls, (breakdown | Quality circle isplayed at a | status) activities in common each place on department. production & quality performance & process standards on work stations | (local Ianguage) 6 SOPs/__| Thereareno | 1. SOPsmade [2 Employees | 4.5087 _| 6. SOPs Central | Standardiz | documented | with some | provided —_| Standardized | Standardized | records are ed work — | SOP’s/ basic training on | work work updated, with instruction | siandardized | information | SOPs/ instructions | instructions —_| the s ‘work for few Standardized | (in local being followed | amendment instructions | manufacturing | work language) | byalll the notes, processes and | insiructions | prepared and_ | operators displayed on displayed for | [Link] ofthe work | 3. 80Ps/ | approx. 7. While ‘ensured that stations. Standardized | 100% ofthe | analysing & | updated and work manufacturin | resolving revised instructions | g précesses | quality or ther | versions of prepared and | including | problems, if | documents are displayed for | critical those are available at approx, 25% | processes, | related to need | workplace. of the | for manufacturin | [Link] | improvement processes | Don'ts for | in any SOPs Including the | important | Standardized critical quality and | work processes. | safety instructions requirements | then the same displayed in| are amended, local approved. and langueye | displayed. Value Stream Waste Summary Benchmark Based on the rating, consultant need to indicate the baseline data & specify the target for improvement 1 Over Production 2 Inventory 3 Defects 4° Waiting 5. Over Processing Rs Rs/day Hrs ay Hrs/D ay6 ‘Transportation Feet ~ 7 Motion Re. = e ay Numb 8 Unused Talent erof as = People IRemarks [Lean Manufacturing Tool Wise Status Icrools be chosen as per scheme guidelines for the intermediate level and resto be marked as NA). etre 1 5S (Housekeeping) = ; 2 Visual Control Sy 4 Standard Operating Procedures (SOP's) 2 4 Justin Time (JIT) e 5 Kanban System 6 Cellular Layout 7 Value Stream Mapping 8 Poka Yoke or Mistake Proofing SMED (Single minute Exchange of Dies) a1) Kaizen Blitz or Rapid Improvement Process 2 | [Remarks