For Cii on Tpm - Jun '10 v3

LIMITED

PSPD

ITC LIMITED - PSPD

Manufacturing Excellence

June 2010

PSPD

ITC LIMITED

Safety Pause

PSPD

ITC LIMITED

Content

• Background

• Introduction – TPM

• TPM Journey at ITC - PSPD

PSPD

ITC LIMITED

Through : Operational Excellence Through : WOW

(100000 Ha) 120000 tons recycling

PSPD

ITC LIMITED

PSPD embarked on the Process Excellence Journey based in early

2005 to leverage Processes to gain competitive edge in the marketplace

PSPD Operations

Quality

Low cost

Prompt

Delivery

Competitive

Edge

Process

Excellence

Engine

PSPD

ITC LIMITED

Introduction - TPM

PSPD

ITC LIMITED

Background

INTERNAL &

EXTERNAL

ENVIRONMENT

Customer Expectation

- Service & Quality

priority

Growth of Volume and

Demand

Numerous minor

stoppages and more

safety issues /

incidents

Complex and

continuous operations

across the plant

Area prone to

leakages, spillages,

dust and corrosion

Matching the Skills

with Technological

Upgradation

PSPD

ITC LIMITED

Strategic Directions …

PSPD

ITC LIMITED WHAT IS TPM?

• A well defined methodology to optimize resources &

improve performance

• A culture change - “never be satisfied”

• Involvement of All People

• Team-work and cross functionality

• Transparency and visibility

• Discipline and rigour

• Continuous improvement

• TPM is a system to organize practical, shop-floor

methods to Eliminate losses

In other words :

“INCREASE THE RELIABILITY OF THE PLANT & OPERATIONS”

PSPD

ITC LIMITED

What is TPM?

• TPM stands for Total Productive Maintenance.

• TPM has 5 basic objectives:

– Zero Breakdowns

– Zero Injuries

– Zero Defects

– Zero Changeovers

– Zero Waste

The focus of TPM is to involve everyone

and create ownership at all levels

TPM is NOT cleaning. The goal of TPM is to improve production while

simultaneously increasing employee morale and job satisfaction.

PSPD

ITC LIMITED

Total Productive Maintenance brings Cross Functional

Teams together to improve the performance of the Plant

• Total Productive Maintenance calls for people to take ownership of

the area they work in

– Cleaning and Maintaining Basic Conditions of the Area and Equipment

(Autonomous Maintenance)

– Taking Corrective & Preventive countermeasures

– Finally setting up an asset & process care system

• Total Productive Maintenance emphasizes the importance of

people in the plant for bringing about improvements

• Total Productive Maintenance promotes a manufacturing team, as

opposed to a production team, a maintenance team, a quality team,

etc.

• Total Productive Maintenance involves everyone

TPM will reduce costs and increase productivity & delivery

capabilities by involving everyone in a systematic process

PSPD

ITC LIMITED

TPM enhances the effectiveness of both Plant

Equipment & Human Resources

Transformation in human resources

Education & empowerment of employees such that…

• Operators can perform autonomous maintenance

• Maintenance can perform high quality maintenance

• Every one can focus on product & process

improvements

Transformation in plant equipment

• Efficiency improvement through Sweating of the

existing equipment

• Life cycle cost considered design of new

equipment

Benefits

• Reducing equipment

breakdowns

• Minimizing idling and minor

stops

• Lessening Quality defects /

claims

• Boosting productivity

• Shrinking inventory

• Cutting accidents

• Promoting employee

involvement / increased

suggestions from employees

PSPD

ITC LIMITED

Easy to

Measure

Low impact

on profit

Difficult to

MeasureHigh impact

on profit

Focus : Eliminate hidden losses in the plant

leading to Profit leaks

Finishing Losses

Machine speed loss

Sheeter Losses

Breaks

Energy Loss

Low Return on Capital Employed

Breakdowns

Losses due to improper planning

Machine Losses

Loss of Customer goodwill

Handling Losses

Repulping Losses

Labour

Materials

Overheads

StoppagesHigh Grammage Losses

Fibre LossesChemical Consumption

PSPD

ITC LIMITED

Each ZoneEntire Plant

The Daily Management system for plant operations adopts a cross-

functional team approach to resolve routine problems

PULP MILL

FH

SRP

GODOWNPAPER

MACHINE

UTILITY

JH-3

JH-1 JH-2

JH-4

Daily Management Teams Jishu Hozen Teams

ProductionQuality

Maintenance

ElectricianOperator

Fitter

SERVICES

(Cross functional managerial teams)(Cross functional employee teams)

PSPD

ITC LIMITED

The process based improvement structure frees the time of senior

managers and engages everyone in the improvement agenda.

Daily

Management

Teams (DMT)

Service Daily Management

Teams (SDMT)

Jishu Hozen Teams (JH Teams)

Pillar Teams

Improve Service Level

Reduce Fixed Expenses

Plant Steering Board (PSB) - Unit Head, Manufacturing

Head, Champions, Plant Facilitators

Strategy & Operations Planning & Review

Continuous

Improvement in

Routine

Management

Focused Improvement

Projects

Pillar Roadmaps

Care of machinery and unit processes & operation

PSPD

ITC LIMITED

Pillar teams bring in best practices and systems in different

functional areas across the plant

5 S, Visual Workplace

Jis

hu

Ho

ze

n

Pla

nn

ed

Ma

inte

na

nce

Ko

be

tsu

Ka

ize

n

Self Assessment & Audits, R&R mechanism

Productivity, Quality, Cost, Delivery, Safety, Morale

Off

ice

TP

M

Ed

uca

tio

n a

nd

Tra

inin

g

Qu

ali

ty M

an

ag

em

en

t

En

vir

on

me

nt,

Hea

lth

an

d S

afe

ty

Ea

rly M

an

ag

em

en

t

Pillar Teams for Focussed Improvement

Daily Management Teams & Jishu Hozen Teams (Operator Level) for Routine Management

PSPD

ITC LIMITED

INTERNAL

CHALLENGES

Leakages

Spillages

Minor Stoppages

Contamination

Skill Level

Knowledge Update

Technology

Multi skill

Training needs

New product

New equipment

Issues

Stabilization

Breakdowns

Chronic Failures

More downtime

Cost of maintenance

Rejections

Recycle

Defective Products

Customer Complaints

Safety issues

Health & Hygiene

Working Environment

Dust, Noise, Smell

and lighting issues

Accidents, Incidents

Timely Delivery

System retrieval

Procurement

Stores,

Godown issues

Inventory

Response time

Various Losses

Less Production

Cost increase

Jishu Hozen

To attain

equipment basic

condition and

bring a culture of

ownership

Education &

Training

To develop

equipment

competent

personnel

Early Management

To improve life

cycle and develop

maintenance free

equipment

Planned

Maintenance

To improve

equipment life

cycle and

improvement in

maintenance

system

Quality

Maintenance

To establish

equipment and

process

conditions to

avoid quality

defects

Safety Health & Environment

To develop and establish an

environment that results zero

accident & least pollution

Office

Improvement

To improve office

efficiency and

eliminate all

wastages & losses

Kobetsu Kaizen

To eliminate all

losses and to

improve Overall

Equipment

Efficiency (OEE) &

profitability

Each Pillar team addresses the internal challenges faced

by the organization

PSPD

ITC LIMITED

TPM Journey at ITC - PSPD

PSPD

ITC LIMITED TPM Journey

TPM

Journey

with ECS

Launch of Service JH teams

First JH

Level 2

team

First JH

Level 1

team

All Pillars

crossed

Level 1

journey

Expansion

of JH to All

Areas

TPM

Journey

with JIPM

Model

Machines

Deployment

and Kick-Off

Ceremony

First DMT

Level 1

team

100% JH teams

achieve Level 1

in Mfg. areas

100 %

Teams at

Level 1 & 70

% in Level 2

PSPD

ITC LIMITED

UNIT STREEING BOARD

TPM

SECRETARIAT

ECS

CONSULTANTS

8 Pillars (in each SBU)…

1. Jishu Hozen

2. Kobetsu Kaizen

3. Planned Maintenance

4. Quality Maintenance

5. Early Management

6. Education & Training

7. Office Improvement

8. EHSSBU 1 SBU 2 Services & Others

Manufacturing Areas Office Areas

JH Teams : 85 JH Teams : 22

DMTs : 3Pulp Mill

Recovery

Utility

DMTs : 11PM 1

PM 23

FH 123

PM 4

FH 4

NSFT

PM 5

FH 5

PM 6

FH 6

PG

DMTs : 3TS - QISD

TS - C Lab

Workshops

DMTs : 8Raw Materials

Materials

HR

Admin

IS

Plantation

Finance

Engg. Offices

TPM ORGANISATION STRUCTURE

25

TOTAL DMTs(Daily Management Team)

107

TOTAL JH TEAMS(Jishu Hozen Team)

PSPD

ITC LIMITED

Linkage between DMTs and Pillar Teams: Each member in the DMT

plays the role of an DMT member and is also a Pillar representative

Kobetsu

Kaizen

Planned

Maintenance

Quality

Management

Jishu

Hozen

Environment,

Health &

Safety

Education &

Training

Early

Management

DMT No 1 Members Members Members Members Members Members Members

DMT No 2 Members Members Members Members Members Members Members

DMT No 3 Members Members Members Members Members Members Members

DMT No 4 Members Members Members Members Members Members Members

DMT No 5 Members Members Members Members Members Members Members

Pillar teams improve systems using subject expertise and

identify „world class‟ best practice solution for all DMTs

Process Based, Daily Management Teams (DMTs) improve KPI within their

areas of influence

Subject specific „Pillar teams‟ are interwoven with the DMTs

PSPD

ITC LIMITED

Roles of each team

Jishu Hozen Teams

- Meets Daily at Gemba (Shop Floor)

• Initial meeting for 5-10 min discussing yesterday’s problems and

analysis using Why-Why/fishbone, safety talk

• Performing CLTI activity scheduled for the day

• Identification and elimination of abnormalities

• Perform Self audit checks to improve JH Scores

The teams meet on a predefined frequency to solve problems and

to bring in improvements

PSPD

ITC LIMITED

The teams meet on a predefined frequency to solve problems

and to bring in improvements

Daily Management Teams (DMTs):-

Daily

1. Meeting daily for 45 mins to discuss that

day’s problems/creating plan for eliminating

abnormalities in their own area and

updating trends of KPIs on the board

2. Solving problems in their area with tools

like 5-Why, Fish Bone diagram and Single

Point Lessons

3. Acting on Pillar roadmaps in each DMT

meeting to ensure progress (One pillar a

day)

4. Performing selfaudits of their own area

with DMT standards

Pillar Teams :-Once in a week

1. Meeting once in a week/fortnight with all

the respective members from all DMTs

2. Preparation of roadmap for the pillar

3. Arriving at working methodology for

roadmap points and ensure implementation

of the same in each DMT.

4. Identifying Best Practices in that domain

and sharing it to DMTs during pillar meeting

5. Review Progress against roadmap

PSPD

ITC LIMITED

This improvement journey is divided in to 4 notches of Excellence

Level 4:

Achieve Best in Class

Everyone Involved

JHs doing CLTI

Introduce Daily Management

Define Standards for basic

conditions & improve

Define & improve on Key

Performance Metrics for Customers

& Shareholders

Level 1:

(Introduction)

Level 3:

(Build Capability)

Level 2:

(Refine & Standardise)

Level 1 Level 2

Level 4

Achieve Optimum Conditions and

benchmarks with reduced effort

Achieve 4-6 σ levels for significant

periods

Practice full Self Management

Achieve Rapid Customer

Response Capability

Practice Corporate Sustainability

consistently

Define & Achieve Optimum Conditions

Practice Lean Management

Reduce variability and improve

predictability

Synchronise Supplies

Practice Maintenance Prevention

Achieve Flawless New Product

Introduction

Operate through Process Based Self

Managed Teams

Improve Competencies

Develop Sustainability Roadmap

Identify Best Practices to do

things

Make adherence to standards

Easy to Do

Define Pillar Roadmaps for

Excellence

Identify variability drivers and

develop action plans

Committed to Excellence

Recognized for Excellence

Level 3

Advanced

Levels

Basic Levels

PSPD

ITC LIMITED

JH Level 1-80% marks

JH Level 2

-80% marks

DMT

Level 1 60% marks

DMT

Level 1 80% marks

Level 2 60% marks

DMT

Level 2 80% marks

Level 3 60% marks

DMT

Level 3 80% marks

Level 4 60% marks

JH Level 3-80% Marks

Shop Floor evidence: Workplace & Equipment / Process conditions. Applicable to JH Zones

TPM Process Audit : State of Maturity of Work processes. Applicable to DMTs

Level-1 : Maintain basic

conditions for process &

equipment

Level2: - Initiation of Work

Standardization, Contamination

elimination

Level-3: Complete

standardisation and move

towards Zero Loss

Set up Robust Daily / Routine Management Refine Best Practices

Audit Sequence for TPM

PSPD

ITC LIMITED Linkage of Operational Excellence Levels to Financial

Benefits

• Everyone Involved

• JHs doing CLTI

• Daily Management

introduced

• Tentative

standards for Basic

Conditions defined

• Improvement

Trends visible on

KPIs

• Key Pillars

launched

• Low hanging fruits

• Identify Best Practices

to do things

• Adherence to standards

is Easy

• Pillar Roadmaps for

Excellence are defined

• Identify variability

drivers for critical

KPOVs and develop

action plans

• Product & process

quality reliability

• Significant tangible

results

As-Is

With

TPM

1.5 – 2%

3.5-4%

8 – 10%

• Define & Achieve

Optimum Conditions

• Practice Lean

Management

• Synchronize Supplies

• Practice Maintenance

Prevention

• Operate through Process

Based Self Managed

Teams

• Build Distinctive

Competencies

• Develop Sustainability

Roadmap

• Key corporate functions

involved

• Multiple results-

customer, employee

Level4-Become World

Class & a Benchmark

Level1-Build

Basic Stability

Cu

mu

lati

ve A

nn

uali

sed

Ben

efit

s as

a %

of

Tu

rnover

Level2-Refine &

Standardize

Level3- Build

Distinctive Capability

Committed to Excellence Recognized for Excellence

Point of No

Return

PSPD

ITC LIMITED

Improvements …

PSPD

ITC LIMITED Ownership : My Machine Concept …

PSPD

ITC LIMITED

Mass TPM Activity …

PSPD

ITC LIMITED People Involvement – Training being given by operators

PSPD

ITC LIMITED

People Involvement – Working through different teams

Employee sharing achievements

with the top management

An employee level JH team sharing

its way of working with visitors

Internal Campaign: A Mass TPM

Session underway

Employee taking up a training

session

A cross functional DMT discussing

issues and finding solutions through

root cause analysis

A Proud team on achieving the JH

Level # 2 certification

PSPD

ITC LIMITED

Training of Employees & Managers being planned by 6

month calendar & tracked through Skill Matrix

Y / N

S No Topic FacultyDuration

(Hrs)

Is Material

ready?Session 1 Session 2 Session 3 Session 4

37 Risk Assesment knv kishore 2 N 04-May Mon 05-May Tue 07-May Thu 09-May Sat

40 Fire inspection in methonal area shaik 2 Y 04-May Mon 08-May Fri

41 Chemistry behind clo2 preparation sivaram krishna 2 N 11-May Mon 12-May Tue 14-May Thu 16-May Sat

35 Types of valves and flow meters S.N.Deva 1 Y 11-May Mon 12-May Tue 14-May Thu 16-May Sat

42 DCS operation fundamentals sanjay 2 Y 18-May Mon 19-May Tue 21-May Thu 23-May Sat

44 Disc chipper were plate replacement(sop) sathpathi 1 N 25-May Mon 26-May Tue 28-May Thu 30-May Sat

29 Bearing Assembly msn 2 N 25-May Mon 26-May Tue 28-May Thu 30-May Sat

46 standard work sheet Dvm naiudu 1 Y 04-May Mon 05-May Tue 07-May Thu 09-May Sat

47 Acid unloading(sop) Jhleader 0.5 Y 18-May Mon 19-May Tue 21-May Thu 23-May Sat

39 Voltas chiller PLC mohiddin 2 N 18-May Mon 19-May Tue 21-May Thu 23-May Sat

30 All about OSHAS,ISO9000,14000,18000 naveen 2 N 11-May Mon 12-May Tue 14-May Thu 16-May Sat

48 Chipper PLC nagrjuna 2 N 01-June Mon 02-June Tue 04-June Thu 06-June Sat

49 Roles and responsibilty of emergency team shaik 2 Y 01-Jun Mon 05-Jun Fri

5 Chipping krk/jaipal 2 Y 08-June Mon 09-June Tue 11-June Thu 13-June Sat

51 Types of level , temperature,pressure transmitters sai kalyan 2 N 15-June Mon 16-June Tue 18-June Thu 20-June Sat

52 Liquor filter wire cloth replacement Kalyan 2 N 22-June Mon 23-June Tue 25-June Thu 27-June Sat

53 Condition assesment of equipment srirama raju 2 N 01-June Mon 02-June Tue 04-June Thu 06-June Sat

54 rechipper jam cleaning jaipal 0.5 Y 22-June Mon 23-June Tue 25-June Thu 27-June Sat

16 Lubrication fundamentals Rama raju 2 y 22-June Mon 23-June Tue 25-June Thu 27-June Sat

36 Training on fits and tolerance. Ravi-mech 2 N 08-June Mon 09-June Tue 11-June Thu 13-June Sat

Date (Enter in mm/dd/yy format)

MAY

JUNE

Have been shown the procedure and explained

Have demonstrated back / understood

Practicing regularly

Confirmed = Can train others = Expert

PSPD

ITC LIMITED

Provision of Air pipe to avoid

folding of sheets

Visual control to indicate direction of

rotation

Workplace Improvement …

Separating Old and New knife

to avoid rough cutting

Marking on machine for perfect head

adjustment

PSPD

ITC LIMITED

Workplace Improvement – Materials DMT

• Handling of Shafts used to

be unsafe and time taking

because of improper

storage on the floor/stands

and retrieval used to take

more time.

• Improved storage by

fabricating one more rack

and re-arrangement

resulted into safe storage

and easy retrieval.

Before After

PSPD

ITC LIMITED

Workplace Improvement – Materials DMT

• Hard to access and retrieval

of Metallic joint sheets and

packing tapes due to

Improper storage.

• Improved storage by re-

arrangement of Metallic

Joint sheets and tapes

resulted into easy retrieval.

Before After

PSPD

ITC LIMITED

* SOPs

* DO‟s and Don‟ts

Visual Controls on SOPs and Do’s-Don’ts

PSPD

ITC LIMITED

Kaizen on Safety at Reel packing

• Chances of Finger trapping between Discs and the reel is very high.

• To avoid this two paper tails attached to every side disc.

• As shown in picture

Before

Picture

After

Picture

Before After

PSPD

ITC LIMITED

Kaizen in Paper Machine

• In predryer section DC motors

getting heated up and failure was

more due to high ambient

temperature (55°C).

• Suggestion given by Mr. K.

Ramamurthy P.No. 1069

• Provided extended ducts to motor

blowers for better cooling .

• Planning to provide upto 8th group

DC motor’s.

• With this modification DC motor

failures due to high ambient

temperature was eliminated

resulted in saving of Rs. 50

Lacs/annum

Before

Picture

After

Picture

PSPD

ITC LIMITED

Kaizen in Paper Machine

• FL Headbox side doors

opening job was difficult

• Due to spillage from wire

shower the floor is getting wet

and slippery. Lot of time was

required to complete the job

• Provided with a platform support and extended more to avoid the fouling of side door.

• Time requirement for completing the task has reduced from 4-5 Hrs to 1.-1.5 Hrs

• Total cost benefit = 90 Lac /Annum

Before After

PSPD

ITC LIMITED

ITC Limited - PSPD, UNIT: BHADRACHALAM Activity Pillar KK JH QM E&T PM EHS

KAIZEN SHEET Benefit Area P Q C D S M

Problem/Present Status: Countermeasure : Target

Kaizen start

Kaizen Finish

Team

Analysis: Results: Benefits:

Idea

Liquor loss due to gland leakages = 100 ltrs

Loss of alkali = 10*0.09 =0.9 MT

Loss of gland packings = Rs.5000

Cost of alkali per MT = Rs 5000*0.9=4500

Total Savings = Rs 9500

Savings Per year = 9500*20 = Rs 190000

(why - why analysis)

Sr No M/c / Area Target date Responsibility Status

Feed PPs gland leaking frequently even after changing the

Gland packing

Team Name & Number: Causticizing Team -12101 Equipment: CD filter Feed Pumps Kaizen Serial Number:

Kaizen Theme: To reduce frequent gland leaks and

arresting Source of contamination

Idea: Arranging Gland packing before Lantron ring

28/12/2009

25/12/2009

30/12/2009

arrested

PBU Head (Signature)

Team Leader (Signature)

DMT Leader (Signature)

Scope & Plan for horizontal deployment Kaizen completed & Benefit achieved

Arranging gland packing before Lantron ring

Gland leakages reduced and Source of contamination

GEORGE SAMBASIVARAO K.SANTOSH

1.9 Lakhs

PSPD

ITC LIMITED

ITC Limited - PSPD, UNIT: BHADRACHALAM Activity Pillar KK JH QM E&T PM EHS

KAIZEN SHEET Benefit Area P Q C D S M

Problem/Present Status: Countermeasure : Target

Kaizen start

Kaizen Finish

Team

Analysis: Results: Benefits:

Every month down time reduced by Approx. 10 Hrs.

Sr No M/c / Area Target date Responsibility Status

PBU Head (Signature)

PBU Head (Signature)

Madhu

Akbar

Without effecting the reel wrapping production, removing the

reels with this collecting stationPreviously if there is any problem in uppender and pallet

picker,Reel wrapping machine stopped. If a collecting

station will be provided, we can remove the reels from that

collection station with the help of clamper without

inturuption the Reel wrapping

Scope & Plan for horizontal deployment Kaizen completed & Benefit achieved

4/30/2009

4/20/2009

4/26/2009

Sanyasi Sahu

Sambasiva Rao

Team Name & Number: FH6 Reel Wrapping Machine

13605

Equipment: AHI Reel Wrapping Kaizen Serial Number: RP 02

Kaizen Theme: Reduction of Downtime due to uppender

and pallet picker

Idea: Macking a collection station before uppender

PSPD

ITC LIMITED

A PRESS A PRESS

O3 DIL SCREW

O3 REACTOR

HOT WATER

80-90 M3/Hr

HOT WATER

55-60 M3/Hr

Do BACK WATER

25-30 M3/Hr

USAGE OF Do BACKWATER IN OZONE STAGE

BENEFITS

• REDUCED HOT WATER CONSUMPTION BY 700 m3/DAY

• REDUCED STEAM CONSUMPTION TO MAKE HOT WATER

• REDUCED LOAD ON EFFLUENT (FLOW & TEMPERATURE)

O3 REACTOR

O3 DIL SCREW

PSPD

ITC LIMITED

86 Lakhs

PSPD

ITC LIMITED

72 Lakhs

PSPD

ITC LIMITED

22 Lakhs

PSPD

ITC LIMITED

8 Manpower saved

PSPD

ITC LIMITED

14 Lakhs

PSPD

ITC LIMITED

Benefits from TPM …

PSPD

ITC LIMITED

Achievements …

• JH Pillar

• 80 (out of 85) Manufacturing JH teams have achieved Level 1

status and 57 amongst them have achieved Level 2 status

• 20 (out of 22) Service JH teams have achieved Level 1 status

and 1 amongst them is in Level 2 status

• 11 DMTs have achieved the Level 1 status (out of 25)

• 2400+ Kaizens have been conceived by the JH teams

PSPD

ITC LIMITEDJH Status Graph – Level 2

JH LEVEL 1&2 STATUS (Total Teams 107) as on Today

1 1 1 13 3 3 3 4

7

15

24

32

40 40

4447

49 50

55

60 6163

65

70

74 7577

82 83 8486

8890

9294

98100

1 1 2 3 4 4 4 4 4 4 57

9

13 1417

20

26

36

40 41

4548

53

61

7174

0

5

10

15

20

25

30

35

40

45

50

55

60

65

70

75

80

85

90

95

100

105

110N

ov-0

6

Dec-0

6

Jan-0

7

Feb-0

7

Mar-

07

Apr-

07

May-0

7

Jun-0

7

Jul-07

Aug-0

7

Sep-0

7

Oct-

07

Nov-0

7

Dec-0

7

Jan-0

8

Feb-0

8

Mar-

08

Apr-

08

May-0

8

Jun-0

8

Jul-08

Aug-0

8

Sep-0

8

Oct-

08

Nov-0

8

Dec-0

8

Jan-0

9

Feb-0

9

Mar-

09

Apr-

09

May-0

9

Jun-0

9

Jul-09

Aug-0

9

Sep-0

9

Oct-

09

Nov-0

9

Dec-0

9

Jan-1

0

Feb-1

0

Mar-

10

Apr-

10

May-1

0

Jun-1

0

No

. o

f T

ea

ms

Level 1 Level 2

PSPD

ITC LIMITED

Achievements …

• PM Pillar

• 1600 (45%) critical sub-equipments have been

brought back to ideal state (out of total 14700 total

equipments, 3560 are critical)

PSPD

ITC LIMITED

• QM pillar:

• Out of 204 identified sub-processes, 52 critical sub-

process have been made as “Defect Free”

Achievements …

PSPD

ITC LIMITED

• E&T Pillar

• Around 9800+ hours of training completed (includes only

training provided by respective DMTs) during last year

• This is about 7.3 hrs / employee / year where as we target at 12

hrs / employee this year

• Each JH team has a live training matrix for each member and a

6 month rolling training calendar

• 1900+ OPLs have been generated by the JH teams which are

being used as the training tool. Trainers have been developed

for 820 OPLs (among employees)

• 61000 abnormalities have been identified and 84 % of them

have been addressed / rectified

Achievements …

PSPD

ITC LIMITED

Thank You

The journey continues …