93 “The Shop Floor Transformation Initiative (SFTI) has had a discernible positive impact on our operations, with a cultural shift and enhanced ownership among shop floor associates. The visible improvements are rapid and structured information flow, improved transparency across cross functional teams, effective resource planning, instant support and consistent operations, leading to an overall cost improvement.” Vasanthamurugesh A Senior Vice President - Manufacturing The key principle around the SFTI was the establishment of Daily Management at the shop floor. The Daily Management process comprises three elements - people, process and assets, each meant to drive specific behaviors at the shop floor. The SFTI aims to create a culture of “I CAN” through leadership development, education, problem solving techniques and a well-defined R&R program. Cross functional teams were formed to support the Daily management process. Teams and individuals were supported by training and capability building at each level of the SFTI initiative. Employees were also provided training in Single Point Lessons and Kaizen. A healthy number of suggestions have been provided during the reporting period with the ratio of approximately 2.24 Kaizen per employee. A structured R&R system was established to award certification, rewards and recognition for individuals as well as teams. The SFTI continuous improvement daily management has resulted in a sustained improvement of manufacturing site performance, employee engagement, ownership and accountability in the shop-floor. Daily management certification levels Bronze Silver Gold Platinum Individual driven Low Hanging Fruits Eg: Basic awareness and application. Tool driven Major & Repeat Gains Eg: Sustained practice resulting in visible improvement of KPIs. System driven Significant/Breakthrough Tangible results Eg: Establish workplace standards, improve process reliability. Culture driven Results across Business, Customers & Employees Eg: Operations excellence, develop sustainability roadmap.
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