SUPPLIER CLUSTER for F 14

1. SUPPLIER CLUSTERforF 14 Suhas Gokhale Mahindra & Mahindra Supplier Quality Assurance-Sector AD 9881075056

2. Cluster member details

3. M & M contact details Consultant contact details

4. CLUSTER METHODOLOGY • INTERACTIONS and INTERFACES are • Common Trainings • Hand Holding Visits • Monthly Review Meetings • Plant Visits to Tier II Suppliers (need based)

5. COMMON TRAININGS Topics of training based on the Roadmap Common Training for all key members Each deptt. to nominate min. 1 member CEO & Coordinator to attend training Coordinators to train other employees Training will be spread over full period Tier II company representatives to attend

6. HAND HOLDING VISITS : PURPOSE To elaborate and customize what has been taught in Training programs. To help the units to identify improvement projects / activities, in line with what has been taught. Discuss on the implementing the improvements identified and suggest different options. Review progress on the work assigned.

7. HAND HOLDING VISITS : METHOD GEMBA visit by the CONSULTANT on agreed dates. Director, plant head and coordinator to be available. The coordinator of the Unit to record all points of action discussed during the visits and commit target dates. Review of earlier Hand holding visit points. Digital camera is strongly recommended for capturing and analyzing “Before and After” situations.

8. INTERNAL REVIEWS • It is very much essential that Unit head conducts internal review before the cluster MRM. • The purpose of internal review is to review the progress in a formal way, identify gaps and action plan to fill the gap and record. • It shall be twice a month.

9. MONTHLY REVIEW MEETINGS • MRM is a monthly meeting . • Director, plant head and deptt head to attend. Companies • Coordinators from Mahindra will attend (to possible extent). • Consultant. • Special invitees based on the need. • Experts / Industrialists

10. PURPOSE OF MRM To share the experiences. To review the progress and results. To have direct interaction between all key persons involved in the cluster activities. To give / receive feedback on implementation. To share concerns and suggestions.

11. CONDUCT OF MRMs • Frequency : Monthly. • Timing : 2 to 4 Hours. • Dates to be declared at beginning of cluster programme itself. Coordination : Consultant and Plant head.

12. SUCCESS OF MRMs It highly depends on • Director, plant head , deptt head attending the MRMs REGULARLY. • Proper and detail presentations (ppt) by the Coordinator. Zone wise achievements, Learning during the month, case studies. • Conducting internal trainings to all employees in the unit by the coordinator.

13. Performance Indicators (also called as ‘Dash Board’)

14. PerformanceIndicators

15. 1) Defect Data bank Data of F13 (full year) V/s F 14 (full year) will give Before and After. Target :- 80 % reduction over F13. Data of F 13 (full year) is ‘Agenda for action’. Lean tools like HEP, MIS Q, Kaizen to be applied to these Defect modes. It includes Defect found at Mahindra, Defects found at PDI, Inprocess defects at Neminath, Defects found at Incoming inspection. Defect modes to be captured as below :-

16. 1 .1 )Product Quality • This indicator measures Product Quality Levels • Expressed in ‘No. of defective parts per million’ • This indicator should decrease over time. • There are three indicators • Customer complaints (No.s) • Customer returns(ppm) • In process Rejection (ppm)

17. 2) No of days without Defect Data of F13 (full year) V/s F 14 (full year) will give Before and After. Target :- 80 % reduction over F13. Data of F 13 (full year) is ‘Agenda for action’. Lean tools like HEP, MIS Q, Kaizen to be applied to these Defect modes. It includes Defect found at Mahindra, Defects found at PDI, Inprocess defects at Neminath, Defects found at Incoming inspection. Defect be captured as Q CLOCK

18. Q Clock

19. Customer Complaint For xxxxxxx LINE or SHOP.

20. 3 )Cost Of Poor Quality • This indicator measures Product Quality Levels • Expressed in Rs. • This indicator should decrease over time. • There are three elements • Rejection • Rework • Segregation and inspection

21. 4 )MIS –Q and HEP Projects Monitor Before and After

22. MAHINDRA INSPECTION STANDARD-QUALITY MIS-Q

23. Purpose : To identify & Confirm Role of the Part at M&M and upto End Customer . MIS-Q • Parameters distributed into • Fit • Finish • Function

25. MIS-Q - Tracking MIS-Q Quality Standard of Part Supplied to M&M. Agreement between M&M and Supplier (sign- off Copy) Identified by Unique Number allotted by M&M. Document maintained, both at Supplier end & M&M. Copy replaceable - in line with changes in Part Drawing / Improvement.

26. Guideline – For FIT parameters MIS-Q Parameters responsible for fitment of part at M&M This includes dimensional parameters like OD, Hole ID, CD, PCD , Thickness etc. This also includes the critical visual markings like clip position on hoses, +/- mark on spring, color code etc. Fit parameters should have qualifying gauge. Variable dimension with sampling plan should have back up.

27. Guideline – Finish parameters MIS-Q Mostly appearance related parameters like finish, dent, damage, flashes, waviness, wrinkles etc. Aesthetic Parameters like shade variation, discoloration etc.

28. Guideline – Function parameters MIS-Q Physical / Mechanical properties like proof load, UTS results, Critical raw material Chemical Analysis results, Hardness etc. Performance test schedule as per DVP with its checking frequency (month of checking)

33. Phase Mode of Consciousness Physiological State Error Occurrence Rate ０ Unconsciousness Sleep 1 Ⅰ Week consciousness Tired More than 0.1 Ⅱ Normal and relaxed Rest or routine work 0.01～0.00001 Ⅲ Normal and clear Active Less than 0.000001 Ⅳ Excited Panicked More than 0.1

34. 40% ??? Yes Did he/she have skills in following SOP? Did he/she intend to follow SOP? Did he/she understand SOP? Yes Yes No No No Education Motivation Training 25% 20% 15% A Deviation from OS (Operation Standard)

35. Error rate = 0.03 1-(0.35)5 = 0.99?

36. a b

37. a b

38. Forget to apply to one side A small error could be a great pain • Error prevention campaign. 3 major errors Incomplete soldering Recurrence of errors No hot-melt Forget Campaign poster Apply heated resin to both sides of a product 2. Additional inspector for error checking.

39. First There is no indication between Operations 3 and 5. Second Orange Cooling places can be distinguished by using colors White Observation of Operations • Take a product from the line. • Apply heated resin to one side of the product. • Cool the product down off the line. • Pick the product up and apply the resin to the other side. • Cool the product down again off the line. • Put the product back to the line.

40. Error Proofing Improve Human Beings to Fit Operations Improve Operations to Fit Human Beings

43. Wire Product Battens Nylon Belt

45. Elimination solution can have a great side- effect on cost, productivity and performance. This side-effect must be considered. In many cases, process/equipment design must be changed drastically.

46. Light lamps Sense the shape Sub-assembly Product Lamp Conveyor Parts Boxes Limit Switch

48. To replace all functions leads to large-scale and unrealistic solutions. It is essential to focus on error-prone functions in the operations and replace them. Various methods can be considered depending on the number of functions that are replaced.

49. Simplification Distinction Adjustment Parts Box Work Order Sheet Common ID Code