01 DattatreyaTextilesPvtLtd

8/22/2019 01 DattatreyaTextilesPvtLtd

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5th TPM National Conference

Session A : Experience sharing session by

winners of Award for TPM Excellencefor the year 2004

Topic :Experience sharing session by winners

of Award for TPM Excellencefor the year 2004

Presentation by

Ms Mridula Ramesh

Director

Dattatreya Textiles Pvt Ltd


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5th TPM National Conference Page 1.1

Dattatreya Textiles Pvt Ltd Experience sharing session by winners of Award for TPM Excellence for the year 2004

TPM Experience at Dattatreya Textiles

Ltd.

AGENDA

INTRODUCTION

TPM BACKGROUND HOW IT WAS

KICKING OFF

EXPERIENCES SELECTED CASE STUDIES

CURRENT SITUATION/ FUTURE GOALS


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INTRODUCTION

Medium sized textile mill established in 1984

Installed capacity of 30,000 spindles (2940 tons per annum)

Sister mill of Sundaram Textiles, a TVS company

Serves leading fabric manufacturers domestic and overseas

Who are we?

INTRODUCTION

What is our product


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AGENDA

INTRODUCTION


KICKING OFF



High Yield loss Low production

Poor customer

satisfaction

No basic maintenanceknowledge

Less awareness

on cost

Lower

Vertical startup

Increased

breakdowns

Poor awareness

on safety

BEFORE TPM: BACKGROUND


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BEFORE TPM: EXTERNAL SCENARIO

Commoditised product with high raw material price fluctuation

more important since raw material costs account for 50 to 60% of

overall yarn price

Characterised by overcapacity, leading to rampant price cutting

Potential opportunity in 2005 Quota removal for low-cost/ high

quality companies

Industry Situation

MOTIVATION TO PURSUE TPM

High Cost

Inconsistent Quality

Internal

Increasing pressure from

customers to lower costs

Increasing quality

requirements

External

Required dramatic,

systemic, consistent

improvement


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AGENDA

INTRODUCTION


KICKING OFF



TPM Kick- Off took place on End 1999/Early 2000

Mr. Kazuo Kawashima (JIPM-TPM Consultant) graced the

occassion

STEP 1: STARTING THE JOURNEY


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Continuous Improvement(Production, Yield, Energy

conservation)

Continuous Training

Safety

5S

Good Quality at

reasonable cost

STEP 2: ARTICULATING A VISION

AGENDA

INTRODUCTION


KICKING OFF




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UNDERSTANDING SUCCESS

PREDICTORSKOBETSU KAIZEN- ENERGY COSTS

JISHU HOZEN

SAFETY, HEALTH AND ENVIRONMENT

KK ENERGY COSTS REASON FOR

SELECTION

Energy costs account for 10-20% of any textile mill and

as such is the second most import cost

DTL was well above national norms in energy

consumption (DTL starting units per kg (for 40s

converted production) upto 5.2 vs. 4.1 average, and 2.7

for the best mill.*

Source: SIMA Benchmarking Survey


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Any loss in the transformer is important as it applies to the whole mills

consumption.

BM (June 2004) Loss of 10.5% seen.

KK ENERGY COSTS REASON FOR

SELECTION

Mill Energy

ConsumptionSpinning

Compressors and Humidification

Overall Transformer Loss

Other

Identify

problem area

Form kaizen

team

Identify internal/

external experts

Identify possible

causes

Collect data to prove/

disprove theories

KK ENERGY COSTS KAIZEN PROCESS

Transformer loss

at 10.5% vs. norm

of 2-3%

Electrical Engineer

Electricians

External experts key:

especially transformer

consultants

Age, condition of oil,

loading, condition of

coils, temperature,

immediate external

environment etc.

Age, Oil acidity, Oil viscosity,

loading, temperature at various

points around the transformer

etc.

Develop counter

measures and track

data

PM frequency,

loading,

temperature,

transformer loss


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Conclusion:

Transformer loss high because of

1. Overloading of transformer #1 and under-loading of transformer

#3 (not in highest efficiency level)

2. High temperature of transformer surroundings

KK ENERGY COSTS ACTUAL

500

kva

90 %

loaded

850

kva

93.8 %

loaded

1000

kva

48 %

loaded

500

kva

73.6 %

loaded

850

kva

68.4 %

loaded

1000

kva

78.4%

loaded

Before After

Counter-measure 1: Redistribute transformer load


Tx 1Tx 1 Tx 2Tx 2 Tx 3Tx 3 Tx 1Tx 1 Tx 2Tx 2 Tx 3Tx 3


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Concrete shed provided to avoid direct sunlight (reduce temperature)


Counter-measure 2: Reduce Ambient temperature

Pedestal fans provided to evacuate heat generated

Exhaust fans provided to evacuate heat generated


Counter-measure 2: Reduce Ambient temperature


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KK ENERGY COSTS KAIZEN RESULTS

Current Situation:

Transformer loss currently at 0.8% vs. 2-3% norm. New idea of

reducing overall transformer resistance by parallelising

transformers under review. UKG is now at 4.1 (all mill average).

We are continuing to focus on the main power using departments

to further reduce consumption.

1. Focusing on important problems

2. Listing out all possible causes for a problem (external expertise to

supplement internal knowledge key)

3. Following a strict data-based approach for ruling out any of the

causes4. Identifying all negative consequences of proposed solutions and

minimizing their impact

5. Tracking data continuously even after kaizen implementation to

ensure problem does not reoccur

KK ENERGY COSTS KEY SUCCESS

PREDICTORS


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JISHU HOZEN


Success predictors

Train, Train, Train

Top management involvement

Make it easy

JH KEY SUCCESS PREDICTORS


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JISHU HOZEN PROCESS

Raw

Material

Pre opener &

mixing

BlowRoom Carding

Drawing

Simplex

Ribbon lap

former

Cone Winding /

Auto conerSpinning

Comber

Packing

Doubler

Winding

Cone

WidningPacking

Drawing

SimplexCone Winding /

Auto conerSpinning

Packing

Doubler

Winding

Cone

WidningPacking

Combed

process

Carded

process

Sliver lap

former

JH STEP 4 PROCESS


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1

2

3

4

56

79

10

8 1. Cop peg

2. Cop

3. Yarn balloon

4. Ceramic guide

5. Clearing unit

6. Feeler wire

7. Cleared yarn

8. Cone

9. Bakelite drum

10.Stop motion unit

JH STEP 4 PROCESS

The cop sits on the peg. If the peg

wobbles, then during running, the yarn feedwill not be steady, resulting in thick & thin

places and yarn breaks. This will lower both

quality and production and increase worker

fatigue.

Put your hand around the peg and shake it

to check for wobbling

Using a peg centering device to check forcentering

Use a gauge to ensure the peg is the right

distance from the ceramic guide

JH STEP 4 PROCESS


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JISHU HOZEN PROCESS STEP 2

EXAMPLES

BD due to poor JH5

3

2

1

0 0

2

0

1

2

3

4

5

BM-

2001

2002

2003

MQ04

JQ04

Jul-04

Target

Sep'04

Nos./month

100% decrease

Defects due to JH

0.32

0.21

0.10 0.100.06

0.030.04

0.0

0.1

0.2

0.3

0.4

0.5

BM-

2001

2002

2003

MQ04

JQ04

Jul-04

Target

Sep'04

%

90% decrease

JH RESULTS


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JH WHAT WE COULD HAVE DONE

BETTERAreas of Improvement

Objective, periodic measurement

Developing more Poka Yokes

JH STEP 4 PROCESS


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JISHU HOZEN


Success predictors

Counter-measures (machine modification)

Training

SAFETY KEY SUCCESS PREDICTORS


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Rf.no.54

Rf.no.55

Rf.no.57

Rf.no.56

1

34

2

Treees& plants

Minor injuries zone

Major injuries zone

Fore prone zone

Rfno.59

SHE PROCESS ZONING THE FACTORY

Injury rate

is high

SHE PROCESS SETTING PRIORITIES


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Doffer motor

drive guard

SHE PROCESS COUNTERMEASURES

Countermeasure taken

SHE PROCESS RESULTS


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SAFETY AREAS OF IMPROVEMENT

Areas of Improvement

All areas (even secondary injury zones) to be safety proofed

Inculcation of safety uniform (goggles, Earmuffs etc.)

Success Predictors

Top management support

Focusing on important problems

Systematic tracking of all data

Train/Train/ Train

Kaizen/ Countermeasure driven culture

Make it easy

Areas of Improvement

Developing Poka Yokes

Continuous tracking (well beyond kaizen implementation)

CONCLUSION/ NEXT STEPS

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