200+ SUCCESSFUL CASE STUDIES

Before Tetrahedron

Extremely labor-intensive operations resulting in high costs
High pilferage of precious raw materials
Quarterly INR 40 Lacs of raw material unaccountable or pilfered

Our Approach

Tetrahedron helped the company to turn around the operations of the company in an industry which resistant to change. Following results have been achieved.

Results

15% reduction in Manpower; 20% reduction still ongoing
Truck Loading Time Reduced by 28%
Contract Worker Cost Reduction by 42% (18 to 10)

Before Tetrahedron

High Energy Cost
40% machine breakdown due to air pressure down

Our Approach

Tetrahedron conducted a Level 3 energy audit on the plant set up. Tetrahedron energy expert identify the inefficient devices which are consuming more energy and suggested the energy efficient devices.

Results

30% Energy consumption cost reduced
12 new energy efficient pump implemented
Training done on Energy Management System

Before Tetrahedron

No QMS awareness among the employee
No standard templates were followed
No Proactive quality tool like PFMA was developed

Our Approach

Tetrahedron conducted the initial QMS gap audit.Shared the findings with the management and staff team. TMS QMS Consultant trained the team on Process FMEA tool and developed jointly with the team, and helped the team to identify the potential failure mode of the sole.

Results

Training and hand holding for PFMEAdevelopment.
50+ Non-conformance points, 150+ observation & 30 Opportunities points identified
Trained employee on each clauses of the QMS.

Before Tetrahedron

High Cost due to High Manual Manufacturing
Low Productivity due to non standardized product
High WIP because of Material Handling
High Manual Packaging leading to high labor Costs

Our Approach

Tetrahedron studied the entire production line and helped to identify at least 43 opportunities to implement automation. With this in mind, 17 high-impact projects were taken on.

Results

36% Manpower Reduction
Ideation and Implementation of end to end Material Handling
Material Handling breakages reduced by 70%
40% Line Productivity Enhancement

Before Tetrahedron

Operating as a batch process fettling operation leading to huge WIPs and frequent delivery failures due to unavailability of finished goods.

Our Approach

Tetrahedron conducted a Time & Motion Study for Shot-blasting to painting operation of the fettling line with a target to develop a Lean Line with 5 years capacity projection. The result achieved in 6 months.

Results

3 Shifts (24 Hrs) operation reduced to 19 Hrs
Line Balancing Implemented – Sequential Flow of Goods, FIFO
Line formation with exact manpower requirement with projections
Identified 20+ Simple Automation
Multiple Operation by single workman by formation improvement
WIP reduced by 50%

Before Tetrahedron

Monthly Energy Cost was too high
The management team was serious about the reduction of the plant running costs.

Our Approach

Tetrahedron Energy auditor team delivered training on Energy Management System (EMS) to the plant staff and operator level. In addition, 4 Energy Auditors conducted a Level 3 energy audit across the plant and presented the Energy Management Opportunities (EMO)s to the plant management team and identified energy savings projects for the energy team.

Results

Developed an internal energy auditing and management team including 3 Management persons, 5 technical Staff & 10 technicians.
65 Energy Savings Project Funnel created

Before Tetrahedron

Management was highly concerned for high logistic expenses.

Our Approach

Tetrahedron’s SCM experts visited the plant ,collected the initial logistic quantity, rate and route to destination map. Then analyzed the data and optimize the logistic expenses with multiple logistic partners also suggested client to cost friendly mode of transportation. TMS Team validated the quote both techno-commercially and supported the client for on-ground execution.

Results

Logistic expenses reduced by 30%.
New Mode of transportation was selected and testing results of the implementation was highly successful.

Before Tetrahedron

No fixed mode of goods transportation
Low Volumetric Efficiency

Our Approach

Tetrahedron team worked on this project with a dedicated on-site resources. Captured the client’s pain area and logical reasons behinds the non-standardized practices. TMS team did thorough analysis of the end-to end process and optimized the SCM. Product planning part was the major concern observed during the analysis. TMS team helped the client to Implement Heijunka practices for smooth production planning Following results were achieved:-

Results

Logistic process standardized
Volumetric efficiency achieved 96%
SCM of the company highly optimized

Before Tetrahedron

High Energy Consumption
No tracking of Heat loss
No Energy saving project implemented

Our Approach

Tetrahedron Energy Management Consultants team conducted an on-site Industrial Energy Audit and inspected the individual energy-consuming devices and track their performance and loss %. Some devices were found old, defective, and energy inefficient. In the end, energy isolation systems were developed and energy-efficient devices implemented. Energy KPI was established to track energy consumption.

Results

25 Energy Saving Project Identified
18% Energy Cost Reduced
Energy-efficient devices were installed across the plant.

Before Tetrahedron

No DOJO Room across the plant
No Skill Up-gradation Strategy
No flow established for proper training

Our Approach

Tetrahedron DOJO Expert team charted a One Month project plan for DOJO Training Set-Up in 1100 Sq. Meter area. Developed a 3D Simulation and process flow design validated with the management team. Roles & Responsibilities of the team developed and TMS onsite resource tracked the daily work progress. Two innovative products were developed by the TMS team which are “Sensor-Based Walking Speed Measurement “ devices and “Standing Posture Evaluation Devices”

Results

DOJO Center set up within time frame
12 Levels of DOJO implemented

Before Tetrahedron

Only Safety and Maintenance DOJO was present in DOJO room
No awareness of DOJO Training among the Employee

Our Approach

Tetrahedron DOJO Expert team charted a One –Month project plan for DOJO Training Set-Up in 2500 Sq. Meter area. Developed SOPs and documentation of the DOJO training strategy.Implemented “DOJO Strategy Manual” including DOJO Score , Training effectiveness Measurement System. and linked the DOJO strategy with the Skill level of the workmen

Results

Department wise DOJO training sequence developed
Skill matrix integrated with DOJO training
DOJO On Job Training (OJT) KPIs are developed and tracked
On Paper Performance Evaluation System Implementation
Video-based & Poster based learning system developed

Before Tetrahedron

Downtime of machines were too high.
Delivery performance was poor Company was loosing their old customers.
Low Productivity.
Manufacturing cost was high due to additional manpower required to run extra no. of shifts.

Our Approach

Tetrahedron ‘s Consulting team visited the Client site. Then started tracking initial MTTR & MTBF data. Downtime history, Breakdown analysis system, Then developed the action plan to improve MTTR & MTBF of equipment. And trained the full team and handhold the team to implement the maintenance strategy from strategic level to shop floor level. Then achieved significant Result and appreciation from client.

Results

TMS Consultant trained the team to implement planned maintenance system to improve MTTR & MTBF score.
Tetrahedron’s consultant developed different Loss Code by studying the chronic problem of the client.
TMS Consultant facilitate the team to do fault tree analysis with involvement of shop floor employees and management staffs.
TMS Consultant facilitate the team to do fault tree analysis.
TMS Consultant identified the chronic issues and suggested kaizen to repeat these issues.

Before Tetrahedron

Max. OEE was 45%.
Customer Complaint was 20+ per month.
Skill score was below 30%.
No safety Practices by Employees.
Lower productivity of manpower due to additional manpower required to run overtime.

Our Approach

Tetrahedron ‘s Consulting team visited the Client site. Then drafted a 18 months plan to Implement TPM. TMS initiated the journey by engaging employee through Individual Improvement tools like 5S, KAIZEN. Then improved machine condition, skill level of the operators. Subsequently improved operational parameters like Breakdown, Quality, Safety, Education and skill level of employees.

Results

TMS Consultant trained the team to implement planned maintenance system to improve MTTR & MTBF score.
Tetrahedron’s consultant developed different Loss Code by studying the chronic problem of the client.
TMS Consultant facilitate the team to do fault tree analysis with involvement of shop floor employees and management staffs.
TMS Consultant facilitate the team to do fault tree analysis.
TMS Consultant identified the chronic issues and suggested kaizen to repeate these issues.
TMS TPM consultant developed work progress tracker and used to monitor the closure status.

Before Tetrahedron

No TPM related awareness in organizational level.
Physical condition of the Machines and equipment are very poor.
Auxiliary Partsof the machine.
Machine Life was very poor.

Our Approach

Tetrahedron developed a TPM Implementation Master Plan and departmental activity chart. Then TMS’s TPM Sr. Consultant delivered training to team and then team started identifying abnormalities on individual machine. Maintenance team took the initiatives to close the abnormalities. And Machine life improved.

Results

Tetrahedron’s TPM Sr. Consultant developed a master plan to implement TPM-JH Pillar on client site.
TMS TPM Consultant delivered a TPM training to the team to spread TPM awareness across the organization
TMS Sr. Consultant Standardized the Abnormalities identification Check sheet as per the standard check sheet.
TMS Consultant helped the team to identify the HTTAand improve it.

Before Tetrahedron

Only Safety and Maintenance DOJO was present in DOJO room
No awareness of DOJO Training among the Employee

Our Approach

Tetrahedron DOJO Expert team charted a One –Month project plan for DOJO Training Set-Up in 2500 Sq. Meter area. Developed SOPs and documentation of the DOJO training strategy.Implemented “DOJO Strategy Manual” including DOJO Score , Training effectiveness Measurement System. and linked the DOJO strategy with the Skill level of the workmen

Results

Department wise DOJO training sequence developed
Skill matrix integrated with DOJO training
DOJO On Job Training (OJT) KPIs are developed and tracked
On Paper Performance Evaluation System Implementation
Video-based & Poster based learning system developed

Before Tetrahedron

Top management of the Company was highly concerned regarding the poor 5S practices on shop-floor and office area.
Physical condition of the Machines and equipments are very poor.
No free space or defined aisle on the shop floor for man and material movement.
No discussion of 5S practices among the employee

Our Approach

Tetrahedron conducted the initial 5S audit on the client set-up and traced out the source of contamination areas for which 5S of the workplace is getting detorioted and suggested the scope of improvement area. Started Daily workplace audit and weekly review meeting with all Zone leaders. Which brought a significant changes in 5S Score and Employee work culture pertaining to 5S practices.

Results

TMS Consultant divided the organizational physical boundary into 17 Zones.
TMS Consultant divided the organizational physical boundary into 17 Zones
Each zone was assigned to Zone leader.
0ne 5S Champion was decided in organizational level
TMS 5S consultant trained the 5S Core team and zone leaders both in class room and on shop floor.
Zone Leader started delivering training to their team members on their respective area.
TMS 5S consultant conducted a initial Audit and shared the findings and OFIs with the core team through graphs.
TMS 5S consultant motivated the staffand shop floor employee to perform daily 5S practices.
TMS team and Client team jointly work on the shop floor improvement activities.
Employee motivation improved.

Before Tetrahedron

No Process Improvement Initiatives across the plant
Employees were showing high resistance towards any changes or improvement.
No employee awareness regarding KAIZEN strategy.

Our Approach

Tetrahedron ‘s Consulting team visited the Client site. Then started understanding employee mind set. Then suggested management how to motivate employee to report and implement KAIZENS

Results

TMS Consultant trained the team regarding KAIZEN identification techniques and Implementation
Team reported the KAIZENS based upon the following themes.
TMS Consultant & client team jointly formed a KAIZEN JURY TEAM and shortlisting the impact full KAIZEN.

Before Tetrahedron

Delivery Performance of the company was very poor
High rejection of the product due to quality issue.
High machine downtime.
Low Productivity.

Our Approach

Tetrahedron‘s Consulting team visited the Client site. Then started tracking initial OEE value. Then developed the action plan to improve OEE % . And handhold the team to implement it on shop floor level. Then achieved a significant Result

Results

TMS Consultant trained the team to calculate the existing OEE parameters i.e. Quality, Availability, Performance.
Tetrahedron’s consultant developed different Loss Code by studying the chronic problem of the client.
Machine Level OEE data value and loss code.
TMS Consultant analyze the loss contribution for 4 months.
TMS Consultant defined color band as per the OEE % , which is 0-70% =Rd Band, 70%-80%=Blue Band, 80%-85% =Light Green Band,85%-100% =Green Band.

Before Tetrahedron

Employees are not deputed at their work as per their skill set.
No structured training calendar was defined.
Team unable to identify the root cause of a problem.
Preventive Maintenance schedule was not defined.

Our Approach

Tetrahedron ‘s Consulting team visited the Client site. Then started tracking initial OEE value. Then developed the action plan to improve OEE % . And handhold the team to implement it on shop floor level. Then achieved a significant Result

Results

Staff skill score improved by 65%.
TMS Consultant trained the team to aware about the TPM _Training & Education Pillar.

Before Tetrahedron

No TPM related awareness in organizational level
Physical condition of the Machines and equipment are very poor.
Auxiliary Parts of the machine
Machine Life was very poor

Our Approach

Tetrahedron developed a TPM Implementation Master Plan and departmental activity chart. Then TMS’s TPM Sr. Consultant delivered training to team and then team started identifying abnormalities on individual machine. Maintenance team took the initiatives to close the abnormalities. And Machine life improved.

Results

Tetrahedron’s TPM Sr. Consultant developed a master plan to implement TPM-JH Pillar on client site.
TMS TPM Consultant delivered a TPM training to the team to spread TPM awareness across the organization.
TMS Sr. Consultant Standardized the Abnormalities identification Check sheet as per the standard check sheet.
TMS Consultant identified the source of contamination and help the team to correct those.
TMS Consultant helped the team to identify the HTTA and improve it.
TMS Consultant and client team jointly conducted a brainstorming sessionhelped them to improve SOC & HTTA points.
TMS Consultant identified the machine level abnormalities through the Standard Abnormalities Check sheet.
TMS TPM consultant developed a abnormalities work progress tracker and used to monitor the closure status.

Before Tetrahedron

No discussion on performance of safety management system in plant level
No sense of urgency in management level related to safety improvement

Our Approach

Tetrahedron‘s Consulting team visited the Client site. Then started tracking initial OEE value. Then developed the action plan to improve OEE % . And handhold the team to implement it on shop floor level.Then achieved a significant Result

Results

Safety committee developed
Plant divided into multiple area.
Area Owned deputed.
Top management actively involved.
Daily Meeting held on workplace with all workmen
Employee engagement Improved