Gazelles_Mfg_casestudies

Gazelles Lean Six Sigma
success stories

Key Success stories
We are committed to “ Creating Excellence” and delivering real value to the customer
Some figures from Lean Six Sigma initiatives
 A multinational well known company in the business of household insecticides and Air care products -
Savings of INR 4 crores approx. / annum on overall manufacturing and assembly cost of a runner product
through implementation of DFSS
 A leading global producer of electronic and fiber optic cable assemblies, electrical power cords and harnesses.
Dramatic cycle time reduction and achieving operational cost reduction by $100000 per annum
Reduction in inventory levels from average 25% to 15% and improved morale of the employees reflecting in
attrition rate reduction by 50%.
 A large single source vendor providing finished plastic moulds and plastic components to various
multinational mfg. groups : • Improved Rolled through put yield from (from 81%, to 95%) and Overall
defect reduction from 36721 to 9592 and COPQ reduction by $100000 per annum
 A leading multinational group mainly into designing, manufacturing, commissioning and servicing custom-
engineered process equipment, modular skids and turnkey plant. Cost savings to the tune of US$112500 per
annum due to quality improvement black belt project.
We offer our clients risk-sharing partnerships based on the actual financial returns on their Six Sigma
projects

Integrated lean Six sigma implementation at a
food grade plastic disposable products mfg. co. at UAE
Client:
 A leading plastic packaging disposables manufacturing in UAE
Challenge:
 Introduction of integrated Lean Six Sigma Kaizen as a
Operational excellence Strategy and create a road map and
implementation for 2 factories
Project:
 Identify key themes and important improvement projects and
mobilize resources and support for the whole initiative for
long term
Approach:
 Lean Six sigma approach for problem solving which includes
Assessment of process and activity, OEE of critical lines , gap
assessment, yields, prioritization according to criticality,
mistake proofing of the overall manufacturing process
Activities:
 process mapping and capability analysis, introduction of
DMAIC approach and Tollgate Reviews, processes, training
and ongoing coaching
Results and financial returns:
 Improved GE / OEE from average 60% to 70 % for all the
critical lines.
 COPQ reduction $4 millions per annum
What makes this a Lean six Sigma” project?
 Improvement of OEE
 Involvement of Employees in Kaizen initiatives
 Intensive use of process metrics and basic 7 QC tools
methods
The Lean Six sigma toolkit
 Vale Stream mapping, Process capability analysis and metrics,
cause and effect analysis, Pareto analysis, OEE 9 step process
for improvement, Kaizen, CFT approach, Balanced score card
How did we engage people and drive change?
 Customized training on Lean Six sigma at all the levels,
involvement of operators in Daily work management, Focus
on getting first time right. Rewards and recognition, More
focus on 5 S , TPM and Kaizen systemization
Gazelles added value
 Extensive experience in Manufacturing Process Improvement
initiatives by providing customized solutions for Cultural and
technical challenges

DFSS deployment for Redesign of
new product / process
Client: A large multinational organization in the field of household
insecticides and air care products.
Challenge:
 Introduce the DFSS methodology and integration with the existing
lean Six sigma initiative
Project
1. Redesign of electrical mosquito repellant
2. Redesign of Low smoke coil.
Approach:
DMADV approach for redesign
Activities :
 Introduce the DFSS methodology to New product /process
development
 Deployment of training to the cross function team consisting of
R & D ,Mfg. , Marketing and Purchase.
 Organizational Structure and project funnel development.
 Innovation in design
 Increased Reliability Improvement in manufacturability and reliability
of the design
 Overall cost reduction in Manufacturing and assembly to the tune of
$1750000 / annum in Electrical refill machine.
 Operating profit margin increase in low smoke coil from 28 % to 42%.
What makes this a “Lean Six Sigma” project?
 Customer driven projects and Disciplined and structured DFSS
training programmed for Manufacturing .
 Overall DFSS strategy and its integration with continual quality
improvement strategy of the company.
 Usability Surveys, Value stream mapping, Goal Question Metric,
Quality Function Deployment (QFD), Analytical Hierarchy Process
(AHP), VOC analysis and requirements engineering techniques,
PUGH matrix testing, Cause and Effect analysis (Ishikawa),
Multiple DFSS tools at development stage (depending on the
nature and complexity of the problem) including: DOE, Taguchi,
RSM, Mixture designs, Simulation, Sampling methods, Reliability
engineering, Reliability Modeling, TRIZ, Lateral thinking
techniques, advanced statistical tools
 Formal Training on DFSS i.e. DMADV approach Workshops &
workshop techniques, training and education, hands-on
mentoring and coaching. Demonstrated the importance of a
cross functional and customer centric approach to Design
development.
 Understanding of design methodologies and New product
development process ; knowledge of which DFSS technique can
be applied at each stage of the development life cycle and how
to do it in practice.
What is Gazelles strength?
Emphasizing the importance of separating functional and critical to
customer aspects from aesthetics. integration of industry best
practices and DFSS techniques

OEE improvement and defects
reduction through lean Six sigma
Client:
 A large multinational group having a major confectionary unit
in South India
Challenge:
 Cultural change, data based thinking, Poor maintenance..The
average OEE of the continuous lines was at 45% and scrap and
rework level was at 9%
Project:
 To improve the OEE from 45 to 60% and reduce the defect
level by 30%
Approach:
 Use blended approach of Lean Six sigma / DMAIC approlach
and statistical process control alongwith TPM tools
Activities:
DMAIC approach and 9 step process for OEE improvement ,
Basic 7 QC tools and Statistical process control
 Overall scrap reduction from 9 % to 6.5%
 Average OEE improvement from 45% to 65%
 Approx cost reduction of Rs. 1.1.crore per annum
 Focus on reducing the number of defects found by customers
and internal defects.
 Intensive use of process metrics and quantitative methods
 Introduction of new review techniques to improve defect
containment
 Process mapping techniques, Process capability analysis and
metrics, Basic seven QC tools ,OEE tracking, TPM AM / PM
practices, hypothesis testing and regression analysis,
Statistical Process Control (SPC)
 Poor maintenance and increased scrap levels had driven staff
/ operators morale to very low levels. Involved all the
concerned on the shop floor in solution generation and SPC
implementation through Kaizen / CFT working /
initiatives and the ability to effectively teach more advanced
verification techniques for defect containment and
elimination.

Waste reduction and setup time
reduction through lean Six sigma
Client:
 A large multinational FMCG group having a multilocation
plants across India
Challenge:
 To reduce the chronic problems related with Rawmaterial and
packaing material wastages and reduce changeover times
Project:
 To ireduce the wastages of RM/PM by 50% and reduce
changeover time by 30%
Approach:
 Use blended approach of Lean Six sigma / DMAIC and
statistical alongwith TPM tools
Activities:
DMAIC approach and , Basic 7 QC tools and Statistical process
control
 Overall RM / PM waste by 45%
 Reduction in changeover time by 30%
 Approx cost reduction of Rs. 1.5.crore per annum
What makes this a Lean six Sigma” project?
 Focus on identification and reducing the waste.customers
 Focus on changeover time reduction crucial from flexibility
point of view of the facility
metrics, Basic seven QC tools , Anova and hypothesis testing
and regression analysis, Statistical Process Control (SPC)
 CFT working , Customised workshop , rigorous tollgate
reviews by engaging the top management, involving vendors
wherever required, Involved all the concerned on the
shopfloor in solution generation and SPC implementation
through Kaizen / CFT working /
 Expertise in Lean six sigma engagement across all the strata
of management and rigorous review mechanism added value
to the overall implementation process

Chronic Quality problem solving
through Six sigma
Client :
 A leading multinational group mainly into designing,
manufacturing, commissioning and servicing custom-
engineered process equipment, modular skids and
turnkey plant.
Challenge :
 Introduce operations excellence and structured scientific
approach of Lean and six sigma for chronic problem
solving by using advanced data analysis tools.
Project :
 To reduce the internal and external rejections for the
defect " tube expansion more than the spec. of 4-6%"
Approach : Six Sigma DMAIC approach for problem
solving
Activities :
 Black belt Training of key personnel involved in the
projects, Toll gate reviews at each stage and hands on
guidance, coaching and mentoring for the project.
 Drastic reduction in Internal and external defects of
"tube expansion “ resulting in Cost savings of $112500
per annum
 Sigma value increased from dismal 0.5 to 3.2. Through
the Use of higher statistical tools and DOE, Root causes
identified and solutions implemented.
 Focus on reducing the number of chronic defects found
by customers and internal defects.
 Intensive use of Input / process metrics and
quantitative methods
 Process mapping techniques, Process capability analysis
and metrics, cause and effect analysis, Pareto analysis,
Measurement system analysis hypothesis testing and
regression analysis , design of experiments Statistical
Process Control (SPC)
 Poor quality and unsatisfied customers had driven staff
morale to very low levels. The capability improvement
through this project showcased the power of six sigma
and enabled the top management to take notice of the
Six sigma methodology and decided to implement an
organizational initiative of six sigma.
 Extensive experience in Manufacturing Process
Improvement initiatives and the ability to effectively
teach and practically apply more advanced verification
techniques for defect containment and elimination.

Operation excellence through
Lean Six sigma engine
Client :
 a leading global producer of electronic and fiber optic cable
assemblies, electrical power cords and harnesses. The Group
currently operates from 14 manufacturing facilities with 18 sales
and support offices located strategically in Asia, Europe and North
and South America.
Challenge :
Introduce and initiate a cultural change and a structured approach for
problem solving through Lean and six sigma initiative Projects:
1. productivity improvement Cycle time reduction
2. Attrition rate reduction
3. Inventory reduction
Approach:
 Lean Six sigma DMAIC approach for problem solving which includes
Assessment of process and activity yields, Activities :
 Cultural assessment, Creation of organization structure for lean six
sigma implementation,
 Champion's workshop, training of Lean six sigma tools and hands on
project coaching and mentoring
Results and financial returns
 Response time reduction of RFQ from 7 to 3 days achieving
operational cost reduction by $50k
 Reduction in inventory levels from average 25% to 15%. average
retention period of contract employees improved from acreage 80
days to 220 days.
 Cycle time reduction of one of the runner products (optical fiber)
reduced from average 70 mins to 45 mins.
1. Cultural change within the company and shifting of mindset
from fire fighting to structured problem solving
2. Focus on reducing the number of defects found by customers
3. Intensive use of process metrics and quantitative methods
4. Introduction of new review techniques to improve defect
containment
5. Mistake Proofing the manufacturing process
metrics, cause and effect analysis, Pareto analysis, Value
stream mapping, VA / NVA identification and reduction
hypothesis testing and regression analysis, design of
experiments Statistical Process Control (SPC)
enabled the organization to minimize time spent on fixing
defects, rework, recycle and improved the responsiveness
and performance of support services.
initiatives, change management and the ability to effectively
teach more advanced verification techniques for defect
containment and elimination.

Defect reduction through
lean Six sigma
Client:
 A large single source vendor providing finished plastic moulds
and plastic components to various multinational mfg. groups
Challenge:
 The vendor is single source supplier to the group and is facing
significant quality problems (high number of defects reported
by customers and poor response time of support services)
Project:
 Defect Management project to improve the capability of the
process and reduce the number of critical defects “leaking” to
customers
Approach:
 Lean Six sigma DMAIC approach for problem solving which
includes Assessment of process and activity yields,
prioritization according to criticality, mistake proofing of the
overall manufacturing process
Activities:
 Improved Rolled through put yield from (from 81%, to 95%)
Overall defect reduction from 36721 to 9592
 COPQ reduction $100000 per annum Improved perceived
quality by the customer
 Focus on reducing the number of defects found by customers
containment
 Mistake Proofing the manufacturing process
metrics, cause and effect analysis, Pareto analysis,
hypothesis testing and regression analysis, design of
experiments Statistical Process Control (SPC)
enabled the organization to minimize time spent on fixing
defects, rework, recycle and improved the responsiveness
and performance of support services.
initiatives and the ability to effectively teach more advanced
verification techniques for defect containment and
elimination.

Integrated lean Six sigma implementation
at a large Chocolate co.
Client:
 World’s large Food MNC; with a leading chocolate brand in
India
Challenge:
 Introduction of integrated Lean Six Sima ( IL6S) as a process
excellence startegy and create a road map for 5 factories
across India
Project:
 Identify key themes and important improvement projects and
mobilise resourcs and support for the whole initiative for long
term
Approach:
 Lean Six sigma DMAIC approach for problem solving which
includes Assessment of process and activity, GE OEE of critical
lines , gap assessment, yields, prioritization according to
criticality, mistake proofing of the overall manufacturing
process
Activities:
 Improved GE / OEE from average 60% to 70 % for all the
critical lines.
 COPQ reduction $4 millions per annum
What makes this a Lean“6 Sigma” project?
 Improvement of GE / OEE
 Involvement of Employees
 Assessment of Sigma value of the lines and projects
identification based on the same
containment
 Mistake Proofing the manufacturing process
 Vale Stream mapping, Process capability analysis and metrics,
cause and effect analysis, Pareto analysis, hypothesis testing
and regression analysis, design of experiments Statistical
Process Control (SPC)
 Customized training on Lean Six sigma at all the levels,
involvement of operators in Daily work management, Focus
on getting first time right. Rewards and recognition, More
focus on 5 S , TPM and Kaizen systemization
initiatives by providing customized solutions for Cultural and
technical challenges

Gazelles_Mfg_casestudies

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