Achieving Manufacturing Excellence in Spinning mills through Productivity benchmarking is explained through reference standards and case studies by WINSYS SMC.

2.  Productivity Benchmarking-Goals
 Key Performance Indicators
 Reference Stds-PB
 Few Case Studies
 Route Map for PB
 Use of ERP

3. Manufacturing Excellence will be the
Result of
Productivity Benchmarking

4. Market supremacy can be achieved
only and only if
Organizations Excel in all their
Performance Metrics
Honda City and Maruti

5.  Park Dale mills used 2000 employees in 1980 to
produce 1 lac kg per week
 In 2014 the same volume is produced with 140
employees

6.  When all mills find it difficult to cross 145 gps in
Modern Ringframes in 40s Combed Hosiery, one
group of mills in South broke the barrier and
achieved 175 gps using Compact systems
 Compact spindleage shoot up in southern mills, by
Commercial exploitation

7.  When Spg mills were at stress to achieve 5%
profit margin one mill in Tamil Nadu consistently
reported 10% profit for more than 5 years with
Permanent employees.
 It is only because of its ` No. 1` position in
Combed Compact Weaving yarn Market with a
command on Premium

8.  When Mills were struggling to achieve
imperfections below 70 in 30s CH with 74% YR,
one mills near Dharapuram consistently achieved
less than 50 imperfections with an YR of 77% and
stood first in Export yarn Quality
 Efforts taken :Ginning is controlled by them

9.  Reduce Manufacturing Cost
 Better Use of Assets
 Top Quality &Efficiency (RFT)
 On time Delivery
 Service level Excellence
 Control on Inventory levels

10.  Higher production per spindle(gps)
 Higher productivity per employee(kg/employee or
HOK)
 Higher yields(YR)
 Less energy to produce(Units per kg)
 Control on Consumables
 Control on Packing Cost

11. Utilisation Efficiency/Break up of Losses
 Maintenance
 Repairs
 Traveller changes
 Lot changes
 Unscheduled power related stoppages

12. Build the required Quality into the product
 Relate In process Q to final process Q
ZDQC-Zero Defect Quality Control
 Identify potential failure points and plug it

13. Ratio of
Actual no of days taken to deliver
to
Committed no of days to deliver the lot
(Question of Survival in a Competitive Market)

14. Customer Satisfaction Index
 Volume Flexibility
 After Sales Technical Support
 New product Development
 Taylor Made Quality(Ex)
 Customer Education/Training(LMW)

15.  Raw Material
 In Process
 Finished goods
 Store Inventory

16.  SIMA Technofacts Survey reports
 SITRA CPQ reports

17. SITRA-30th
CPQ report
“Mills has increased their Contribution per spindle
per year by
35%
over a period of 6 years”

18. SITRA 30th
CPQ
Best Mills -Rs13760
Top 20% mills-Rs 9010
((Contribution=YSP-(RMC+PC+SWC))

19. SIMA Technofacts-In 6 years period,
 Average gps has gone up from 93.6 to 102
 Average Ut% has gone up by 2.8%(absolute
value)
 Average HOK has gone up from 22.5 to 16.8
 As on Nov 14,the best level in HOK is 10.4

21.  World`s Tallest Building as on today
 863 Meters height
 Elevators work at 18 m / sec speed(64 km/hr)
 No of floors-163
 Swimming pool,Mosque & Restaurant-at its highest
locations in the world

22.  Abraj Al Bait tower-Saudi Arabia -601 m
 Taipei 101 tower -Taiwan -509 m
 World Financial Center,Shanghai -492 m
 Petronas towers, Malaysia -452 m
 Sears Tower, Chicago(25 years) -442 m

23.  Determine what to Benchmark
 Define Benchmarking Standards
 Determine data collection strategies
 Develop Role and Responsibility
 Perform the Benchmarking operation
 Analyse the results
 Formulate Insights/Take Actions

24. Production efficiency - Output
Utilisation efficiency – Better use of assets
Yarn Realisation - Higher Yields
HOK/Kg per employee – Labour Cost
Ukg -Power Cost
Consumables per 1000 spindles /day-R&M
Cost
Store Inventory -Interest Burden

25.  Mills Standards
 Mills Achieved Level
 Benchmarked level for the same count

26. In 60s Combed
Compact,
few Mills are achieving
78 gps comfortably
Best In
CPQ
73
Top 20% 72

27. In 40s Combed
Hosiery
Few Mills are achieving
155 gps comfortably
Best In
CPQ
148
Top 20% 148

28.  Control On Endbreaks
 Spindle wise Monitoring
 Training of Tenters
 Training of Doffers
 Retraining of Tenters/Doffers
 Quality of Bobbin
 Machine Cleanliness(OHTC function)

29.  Mills have taken lot of
efforts to achieve 99.2
 Careful planning of
both electrical and
Mechanical
Maintenance is
essential
Best In CPQ 99.2
Top 20% in
CPQ
95.8

30.  Amazing levels are
achieved by winning
mills in SIMA
Technofacts survey
2014
RF Utilisation 99.25
GPS-
Converted
127.6
HOK 10.4

31. Controllable
 Doff delays
 Breakdowns
Uncontrollable
 Power related
(Mills are able to control this with DDF)
Unpredictable
 Lot /Count Changes

32.  TPM -Total Productive Maintenance
 FMEA-Failure Mode Effect Analysis
Can help the mills to reduce Breakdowns to near
zero.

33.  YR can be increased
by controls on Waste
monitoring from Blow
room itself.
 Each Zone has the
task of `specific type
of waste` removal
Best In CPQ 72.5
Cotton 100% Bunny

34. Better YR doesn’t mean
loss in YQ or
Poor YSP
Best In CPQ 71.2
Cotton Used MCU5
Yarn
imperfections
293
YSP +Rs 3 over
Average

35.  Best levels are made
possible by
Management`s
commitment on
Automation as a
strategy to Excel
Best In 2014
TF
10.4
Best In CPQ 9.3

36. Autoconer
Kg/Employee
SWC in Autoconer
Best In CPQ-
60sC
428(90 D)
Best In CPQ-
30sCH
624(70D)

37.  Power Spent on
Compressor is now
controlled to 2.9%
 Power spent on plant
is controlled to 8%
 Utilising all Machines
as per Spin plan
Factor 60s C 67s C
No of RF 7 3
gps 73 59
Sx Reqd 1.65 0.6
Drg Reqd 1.31 0.44
Combers 1.72 0.58
Cards 4.1 1.37
Depending on the machines available
, we should plan a required running
shifts pattern for each count in
preparatory.This will save energy as
well as labour cost.

38.  Lubrication practices
 Replacement
programme
 Interlinking Quality
and Maintenance
Target Level Rs 600+Rs 200
Current Level Rs 450-Rs 1400

39.  Extension of Costly accessories like Card
wires/Comber Unicombs
 Mills are able to achieve 900 t in for Cylinder and Flat
tops
 With innovative products from LCC/TCC mills extend
the life of SFL also upto 250 tonnes
 With Offline grinding Flat tops can be extended upto
800 tonnes

41. State of Art mills with AD/LC
Count 40s CH
Achieved gps-145
Mills Target - 155

42.  Control RF has been taken up for study
 Set pattern of speeds for achieving 155 gps
 Assessed the load taken by the Motor
 Found to be 110%
 Manufacturers are contacted to Correct Invertor
and Machine pulley combinations
 Mills current level is 157 gps by rearranging
pattern of speed

43. In one Unit the Utilisation Efficiency is 98.5
Mills Benchmarked Efficiency is 99.2
Break up of Losses has been studied and improved

44. Break up of Loss in
Ut%
Before Study After Study
R.Maintenance-Electrical 0.1 Merged the operations at
the time of Routine or
preventive operations of
the RF itself.Traveller
changes are done at the
time of Routine cleaning
itself.
Total loss due to
Maintenance including
TC-0.8 now
R.Maintenance
-Mechanical
0.55
Preventive Maintenance-
Mechanical
0.3
Preventive Maintenance
-Electrical
0.05
Breakdowns 0.3 0
Traveller Changes 0.2 0
Total Losses 1.5 0.8

45.  Mills Current Level-4.3
 Mills Status-RF with AD and Modern Machinery in
all departments
 Mills Target-4.1

46.  Power spent on compressor has been brought
down from 4.1% to 3.4% by plugging Airleakages
in Lap preparation in Comber Department and
also in Autoconer
 RH is displayed in broad &visible letters in
Autoconers/Spinning departments.Shopfloor has
been educated on Humidification plant efficient
running
 Ukg is brought down to 4 and being improved
further.

47.  Mills Current level-74%
 Count pattern -Medium SC and C
 Target planned -3% improvement
Improved areas
Card waste Zonewise analysis revealed SFD waste
is abnormally high at the level of 2%.Reduced to
0.5%

48.  Hard Waste was found to be abnormal due to
poor work practices in RF.Retrained the workforce
and reduced the hard waste from 0.9 to 0.6%
 In Semicombed Variety mills has not done
Conditioning.Effectively restarted.
 Sweepings found to be 0.8%-Unusually high.On
checking it is a mixture of Usable waste and
Sweeps.Educated the sweepers and concerned
department tenters.Reduced the same to 0.5%
level

49.  Finally the mills is able to exceed its expected
target of 3 and achieved 3.5%.
 Final YR -77.5%

50.  Monitoring & Maintaining Moisture content in
Mixing and outgoing yarn
 Monitoring and Maintaining Moisture content in
Saleable waste
 Strict monitoring and control of AWES waste level
by visual checks in Compactors-weekly
 Tare weight control in Packing
 Weighment of Mixing at the time of Laying
 Ensuring 65 to 70 % in Packing department

51.  Empowered Employee
 Beliefs and Attitudes
 Belongingness of Employees
Any reward/incentive/benefit system must be
focussed on `Self development of Employees
towards empowering him`so that he becomes
`Mouth piece` for our units.

52. Education on Systems available to all employees through
all channels of Communication
Short and brief meetings at villages where our Employees
are concentrated
`We are thrilled by news that 160 employees are
graduated in one group of Mills.One employee in
that group Joined TCS too.`

53.  Training and Retraining of Employees play a vital
role in realising our ME/PB Goals
 If Training system needs to be effective,
Employee Retention is the Keyword

54.  Data Collection plays a vital role in system
towards Manfacturing excellence
 Direct transmission of data without any manual
intervention needs to be ensured wherever it is
possible
 One time entry and Precise data are the basis of
ERP implementation
 NVA`s must be eliminated at all levels of
Hierarchy through ERP

55.  Availability of Reports as Structured
 Develop Alert Sytems
 Deviation Levels to be attacked then and there

56.  SWOT analysis
 Create Management Vision and Mission
 Break up of Mission into Performance Objectives
 Develop Suitable and Effective Performance
linked Wage structure

57.  Mock Implementation and Nodal wage increase-
Communicate to employees and get feedback
 Apply suitable corrections and Implement
 Review periodically and revise targets in
comparison to Benchmarked levels

58.  Develop Customer Satisfaction Index
 Implement essential pillars of TPM
 Use Techniques of FMEA for reduction of
Breakdowns in Machines and Quality

59. Training and Retraining of Employees
with proper Communication tools
for Retention form the foundation of any System
towards
MANUFACTURING EXCELLENCE
Through
PRODUCTIVITY BENCHMARKING

60. For enquiries
please visit
www.winsyssmc.com