| Client Situation |
Approach |
Results |
| One of the largest paper manufacturer and had approached to assist them to achieve energy consumption targets laid down by Government of India, to reduce cost of energy to improve margin, to design systems to sustain improvements in energy, to build a culture of continuous improvements
The key challenges faced by client were:
Unable to achieve energy savings targets laid by Government of India
Cost of energy increase by 18% in last one year
Unable to achieve targets in energy cost reduction |
"We created the complete energy map
Identified the excess consumption by comparing with best practices and zero based consumption figures
Seggregated into eliminate, reduce, replace, minmize and essential categories
Action planning was donew for each category and implemented" |
Reduction in Aux. Power consumption of co-gen power plant from 13% to 12%
Reduction in steam consumption of straw fiber line by 1%
Reduction in steam consumption of wood fiber line by 6%
Reduction in power consumption of paper machine by 6% |
| "Client was the largest home textiles manufacturer and has approached We to assist them to increase raw material yield, to reduce conversion cost, to reduce spend on chemicals
The key challenges faced by client were
High breakdown in Recovery section
Declining performance rate of recovery section
Increase in usage of purchased caustic leading to high conversion cost
Low washer efficiency leading to high soda loss, higher chemical consumption as compared to standard norms" |
"We devised a approach for the client based on systematic problem solving methodology
Gap analysis of performance was done to highlight key focus areas
Proper sealing arrangement was done to avoid air ingress
Washer Efficiency was improved to minimize soda loss
Flue gas temperature was maintained by installing pneumatic dampers
SS plates were installed to prevent accumulation of soda ash
Chain conveyors were replaced and rapping frequency was improved
Electrostatic precipitator field alignment was done
" |
"Overall recovery Efficiency was increased by 1% leading to annual saving of 1.3cr
The client benefited from a training on various quantitative tools which links working condition to productivity and provides guidance to implement change at factory level " |
| "Client was the leading paper manufacturer and has following challenges
The client is a conglomerate of paper, energy , yarn & chemicals
Inconsistent processes
Increasing power cost
Client approached We to achieve the following objectives
Reduction in conversion cost.
Reduction in downtime to improve throughput.
Designing system to sustain improvements in operations.
Bring in best practices to build a culture of continuous improvement
" |
"We rolled out its Throughput improvement Model that integrates concepts from Lean, Six Sigma and other breakthrough methodologies
Focused improvement projects were taken in key areas for cost reduction
" |
"EBITA to 14% from 2-3 %
Yield has increased from 43% to 45.5%
Cost of raw material has decreased by 4.7%
Copier production has increased by 66.67%
Paper machine downtime is decreased from 12% to 3%
" |
| "A leading paper manufacturer and has approached to assist them in increasing the throughput of the existing plant facility in a short span of time, to manage conversion costs, designing systems to sustain improvements in operations, to build a culture of continuous improvement
Key challenges faced by client were –
Unable to reach the designed capacity of the new Super Batch Digester forcing them to simultaneously run an old digester which came at a huge cost in terms of high fixed costs and steam consumption
" |
"We rolled out its Throughput Improvement Model that integrates concepts from Lean, Six Sigma and other breakthrough methodologies.
Cycle Time Reduction
Brainstorming on causes for high cycle time
Analysis of variation in cooking time for the digesters and identification of bottleneck
Subsequently improved cycle time at the
bottleneck through questioning existing
paradigms
Improvement in individual sequence
time, chips filling time, heating and
cooking and hot liquor filling (HLF) process
Established regular monitoring system and analysis of performance
" |
"Reduced Cooking Cycle Time by 7 %
Improved throughput by 10 %
Bottom-line benefits of Rs. 4.5 crs" |
| "A leading paper manufacturer and has approached to assist them in increasing the throughput of the existing plant facility in a short span of time, to manage conversion costs, designing systems to sustain improvements in operations, to build a culture of continuous improvement
Key challenges faced by client were –
As a part of debottlenecking exercise for producing a higher volume of blown pulp consistently, the existing Process/Mech/Elec downtime of Fibre Line & Instrumentation downtime needed to be reduced
"
|
"Thethroughput Improvement Model that integrates concepts from Lean, Six Sigma and other breakthrough methodologies.
Breakdown reduction
Formed DMTs were trained to analyze reasons for equipment breakdown using Root Cause Analysis techniques and take corrective and preventive actions for the same
Formed PACT teams were trained in
identifying equipment related abnormalities
and daily care of equipments using
Cleaning-Lubrication-Tightening-Inspection
(CLTI) checklists
Formed a Preventive Maintenance system, with equipment wise checklists and a schedule for maintenance activities only during equipment idle time
"
|
"Reduced Down Time by 25 % in Fibre Line resulting in THP improvement by an addn 3-5%
Reduced Instrumentation Downtime in Paper Machine by 80%
Bottom-line benefits of Rs 1.9 crs
"
|
| "A leading paper manufacturer and has approached to assist them in managing the Energy Cost in a scenario when cost per unit of energy is going up, frequent power outages and enhanced pollution control norms requiring proper disposal procedures
Key challenges faced by client were –
How to reduce Energy Cost?
What systems should be designed to sustain improvements in Energy Cost?
How to build a robust improvement structure involving all the employees to reduce the Energy Costs?
"
|
"We rolled out its Energy Efficiency model based on the concepts of Daily Energy Management, Design for Energy Management, Process for Energy Management
Step by Step Energy Management Approach
Reduction in Power Consumption per ton of
steam generation in Coal Fired Boiler and
Turbo Generators (Utilities), reduction in Steam
consumption per ton of Active Alkali in SRP, reduction in
steam consumption in Paper Machine by adherence to Asset
Care Practices and restoring ideal operating conditions
Reducing distribution losses of Air and Steam and cooling water by eliminating the abnormalities
"
|
"Reduced Sp Power Cons in CFB & TG by 16 %
Reduced Power Cons in Paper Machine by 6 %
Bottom-line benefits of Rs. 0.84 cr
"
|
| "A leading paper manufacturer and has approached to assist them in reducing the product cost without compromising on quality & capacity, to build a culture of continuous improvement, to have an efficient process for higher yield
Key challenges faced by client were –
The chemical consumption was abnormally high in one of the paper machines when compared with its competitors
Recovery Efficiency in the Soda Recovery Plant was low
"
|
"Cost reduction
Correlation Analysis was done to find out the relationship between KPOV and KPIVs
Impact of Critical KPIVs affecting the process was studied
DOE was performed to decide on the optimum level of KPIVs given a particular level of KPOV
Action Planning was done and subsequently implemented
Some low effort-high impact actions were identified early on in the project and various wastages were eliminated in the process
"
|
"Reduced chemical cost by 17 %
Improved Recovery Efficiency by 1%
Bottom-line benefits of Rs 5.3 crs
"
|
| "A leading paper manufacturer and has approached to assist them to ensure optimum inventory of materials without compromising on performance, to build in a scientific approach to maintaining inventory of materials
Key challenges faced by client were –
Non-Stock Engineering and slow moving stock items piling over the years leading to excessive inventory and locked in capital
Spares storage was becoming an issue due to want of space"
|
"A 2 prong approach was devised to:
Reduction of the current inventory levels of
non-stock items
Identify the insurance spares in
non-stock category and move them into
insurance category
Identify potential buyers within the
country to whom non required stock can be sold
Write-Off unwanted spares that cannot be sold-off
Setup a mechanism to ensure that high levels of non-stock inventory
Clearly identify each inventory category for ordering
Ensure future orders of any spares are made after scanning through the current available stock
Redefining the consumption of received spares from stores
"
|
"Inventory levels came down substantially and thereafter was checked as new controls were put in place.
Better space utilization of storage area
Reduced non-stock Engineering inventory by Rs. 12 crs
"
|
| "Client is one of India's foremost private sector companies with a market capitalization of over US $ 30 billion and a turnover of US $ 6 billion. We worked with their Paper Division which is the largest paperboard manufacturer in India. The plant is the largest single location paper plant in India with multiple paper machines. The client aspired for a cross-functional continuous improvement organizational culture through TPM and wanted to develop internal capability to manage the movement effectively and to derive significant business benefits through improvements in the Process, People, Product, Place and Asset dimensions.
"
|
"The client had multiple paper machines at a single location with high complexity in product flow and operations. The client management wanted to:
Integrate the TPM movement into its normal operations
Develop internal capability to manage the movement effectively
Derive significant business benefits
We used the Total Productive Maintenance (TPM) methodology and structured the teams into Daily Management Teams and Jishu Hozen Teams aiming to improve operating systems’ efficiency & effectiveness. Each team has a representative from all the pillars of TPM. We supported the teams in introducing the TPM methodology to the teams and in refining and standardizing their processes. We helped the teams to build capability and achieve the best in class targets. Progress in this journey was measured through We’s extensive multi-level assessment standards for both the DMTs as well as the JH Teams. We institutionalized an improvement structure which involved all the people in the organisation in improvement teams and bringing in Daily Problem Solving & Kaizen, Best Practices in Maintenance, Quality, Operations, Safety, New Product Development, Skill Development and Service Improvements.
"
|
"2000+ critical sub-equipments brought back to ideal state
Successfully completed over 60+ Focused Improvement projects in areas of Productivity enhancement, Cost Reduction, Quality improvement, OTD, Spares Parts Management etc. Some of the benefits are as listed below-
Downtime reduction in Pulp Mill and Paper machine by 24-30%
Throughput improvement in Packing Machines by 30%
Broke Generation reduction by 16-20%
Fibre loss reduction by 40-55%
Chemical cost reduction by 17-20%
Power consumption reduction by 16-20%
Steam consumption reduction by 6-8%
Spare cost reduction by 5-7%
Warehouse Optimization leading to 8% cost reduction
"
|
