Every business is run to earn maximum profits. Profit is nothing but the Selling Price minus the Cost. To increase the profit either the Selling Price has to be increased or the Cost has to be reduced. However, the Selling Prices are market driven and cannot be increased. Therefore, the only option is to reduce the Cost, but how to reduce the Cost when prices of all the inputs are increasing day by day. The only way is, to reduce wastages or Non-Value Adds (NVAs). These NVAs exist everywhere, but it is very difficult to see / identify and eliminate / reduce those for achieving cost reduction.

TPS aims at identification and reduction of NVAs based on the two main pillars - "Just-in- Time" and "Jidoka". These pillars are supported by various systems and best practices. We customize those systems and best practices suitably, based on the requirements and implement them on the shopfloor in order to get the desired results.

The main systems and best practices considered are:

1. Standardized Work: Takt Time, Working Sequence and Standard in-process stock.
2. Heijunka (Leveled Production: Optimization of Resources.
3. Kaizen: Continuous Improvement and Maintaining the improved level.
4. Just-In-Time: Continuous Flow and Pull System for Lean Manufacturing.
5. Jidoka (Built-in Quality): Work as per updated SOP & quick action on defect feedback from Quality Gates.
6. Andon: Importance, usage, contents and size of the Visual Management Tool.
7. Elimination / Minimization of Abnormalities: Make Abnormalities visible, Genchi Gembutsu (Go & See for Firsthand Information), Immediate Action, Root Cause Analysis (5 Whys), Permanent Action and Yokoten (Horizontal Deployment).
8. 5 "S": A place for everything and everything in its place.
9. PDCA Cycle: Importance of a good Planning in 'Plan', 'Do', 'Check' & 'Act' Cycle.
10. 8 Wastages: Identification and Elimination / Minimization.

The following main Key Result Areas (KRAs) are focused:

1. Safety:
   

   "Safety First" isn't just a phrase but a cornerstone in the manufacturing industry. At Touchstone, we firmly believe that accidents aren't inevitable occurrences but results of lapses in safety measures. Our approach targets zero loss of man-hours and equipment by:

   • Assessing and ensuring adequate safety measures at all workstations based on standards and past incident analysis.
   • Providing comprehensive general and workstation-specific safety training.
   • Ensuring provision and proper usage of relevant Personal Protective Equipment.
   • Maintaining a culture of 5 "S" and identifying & reporting near-miss incidents.
   • Educating top management to actively engage in Safety Committee Meetings and visits to accident sites for first-hand information.

2. Quality:
   

   Quality stands as a focal point during excellence drives in manufacturing. Our aim is to achieve 'Built-in Quality' rather than relying solely on 'Inspected & Repaired Quality', thereby significantly enhancing various quality indicators such as 'Defects Per Unit', 'Direct Pass Ratio' and 'Customer Claim Ratio'. We focus on:

   • Designing shop floor layouts for smooth and unidirectional flow with clearly defined workstations.
   • Implementing stoppage systems linked through visible Andon at each workstation.
   • Ensuring updated Standard Work availability, training, and adherence.
   • Establishing a structured workforce with well-trained 'Team Leaders' and 'Group Leaders' in a defined ratio.
   • Deploying Quality Gates with efficient real-time feedback mechanisms.
   • Conducting regular management reviews for trend analysis, root cause analysis, and implementation of actions for top issues.

3. Delivery:
   

   Efficient operations in a manufacturing plant require well-planned capacities, high equipment uptime, trained personnel, and built-in quality. However, achieving delivery targets often poses challenges. Our strategies for rescue include:

   • Continuous monitoring of actual versus targeted output on an hourly, shift-wise, and daily basis.
   • Identifying top contributors to output loss through Pareto and root cause analysis, implementing permanent actions for mitigation.
   • Planning and implementing simple, low-cost automation and poka-yoke systems.
   • Facilitating regular management reviews to understand deviations and provide necessary support.

4. Cost:
   

   Cost optimization directly impacts profitability. To reduce costs, we focus on Lean Manufacturing principles and minimizing wastage. Our approach involves:

   • Introducing and implementing Lean Manufacturing methodologies.
   • Training stakeholders to identify and eliminate/reduce wastages.
   • Guiding the prioritization and implementation of action plans for tangible cost reductions.
   • Instituting a suggestion scheme to encourage everyone to contribute to cost- saving initiatives.

5. Morale:
   

   Employee motivation is pivotal for peak performance. We assist in fostering a motivated workforce by:

   • Implementing Policy Deployment (Hoshin Kanri) to align individual targets with company goals.
   • Facilitating Quality Circles for operators to instill a sense of achievement and confidence.
   • Establishing regular two-way communication between top management and the shop floor.
   • Assisting in formulating policies for career planning, job rotation, and training aligned with individual strengths and company objectives.