Framed the issue and made sense of the data

ZBT's operation excellence experts first framed the key issues faced by the client by having discussion and jotting down their pain points pertaining to operation, maintenance and quality. We then identified and requested the most relevant data sets available internally for further analysis.

Analysis the last 2 year data

Using an array of analytic tools by ZBT team, analyzed last 2 years data and prepared the summary report of key business parameters and identified key issues / gaps by analyzing trends for all kind of raw material mix plant wise.

Validation of the key issues with client

After identified key issue and gap, we organized workshop with respective heads, shown the data trends and discussed the gap and their reasons briefly to validate the issues such as downtime due to changeovers, function (mechanical, electrical, operation) breakdowns, yield loss, grade / chemistry rejection, lack of proper planning in the plants etc.

Set the Baseline and get approval

Based on the last 2 year data, finalized the business parameters and their baseline figures then discuss the same with respective head and management and finally got approval with sign off.

Set the all Business Parameters, their Targets & Control variation

Set the all business parameters, their Targets and identified primary process parameters which can be controlled from shopfloor by ensuring less variation in 4M (Man, Material, Methods & Machine) parameters in terms of MLTQ (Mass i.e. quantity, Length i.e. displacement or dimension, Time i.e. time taken and Quality).

Determined low cost automation and capex requirement

Identified the processes where low cost automation could be done to save the time, cost & rework / error of the process and ROI was less than 12 months. ZBT's operation excellence team designed the concept and connected with it's automation partners/suppliers and OEMs for visit the client's plant to understand the changes to be made and asked for the quotations and finalized the cost on less than 12 months ROI

Established proof of concept and piloted the solution

• 1. Introduced 3T SOPs (Target, Tolerance and Test and action points if out of tolerance) for entire value chain operation, quality process.
• 2. Changeover (SMED) & Shutdown Gantt chart along with the activities segregation what can be done Simultaneously, in series and as a preparatory work.
• 3. Maintenance Scheduled , 3T SOPs and CLRI, PM & CBM
• 4. Developed the inter plant SLA (Service level agreement) in terms of QQTC (Quality, Quantity, Time & Cost)
• 5. Re-define the department and HOD's KPIs, R&R and measurement parameters, introduced daily job card and ODIF (On day in full) for a SURP (Single unit replication of process).
• 6. 5S implementation plant wise