| Qimpro Convention 2008: Improvement and Innovation |
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| Qimpro Convention is the culmination of a seven month process of rigid and multiple examination of the submitted projects on improvement and innovation. The short-listed projects compete for the QualTech Prize and BestPrax Compass at Qimpro Convention |
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| • Venue: Trident, Nariman Point, Mumbai |
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| • 07 August 2008: Focus Improvement - QualTech Prize |
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| - Keynote: Mr Navin Agarwal, Deputy Executive Chairman, Vedanta Resources Plc |
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| - No. of Papers: 12 |
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| - Power Workshop Theme: Improvement |
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• 08 August 2008: Focus Innovation - BestPrax Compass |
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| - Keynote: Dr R A Mashelkar, President, Global Research Alliance, National Chemical Laboratory |
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| - No. of Papers: 10 |
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| - Power Workshop Theme: Innovation |
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| • 08 August 2008 Evening: Awards Ceremony |
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| - Guest of Honor: Dr J J Irani, Director, TATA Sons |
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Please click here to view the finalists
Please click here to register as a delegate |
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| Why should you attend Qimpro Convention 2008? |
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| Attending Qimpro Convention 2008 offers an opportunity to learn about the innovative practices and / or breakthrough improvements of a wide spectrum of organizations. It also offers a unique opportunity to do cross-industry benchmarking. |
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| Panel of Judges - Improvement |
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Name |
Designation & Company |
| Anirudha Chakravarty |
Senior Manager, CIBBP
Johnson Controls |
| Prashant Hoskote |
Head - Quality
Mashreq Bank |
| Arun Hariharan |
President - Quality and Knowledge Management
Reliance Capital |
| Col. (Retd.) R K Kalra |
Chief Executive Officer
Asian Heart Institute |
| Shiana Makhija |
Vice President - Human Resources
Reliance Capital |
| Manjula Mani |
General Manager - Resource Mgmt. & Development
Jet Airways |
| S Suryanarayan |
Vice President - Petro Chemical & Heat Exchanger Buisness
Larsen and Toubro |
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| Panel of Judges - Innovation |
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Name |
Designation & Company |
| Homi C H Bhabha |
Director
Brandon and Company |
| Chand Das |
Chief Executive - Education & Stationery Products Business
ITC |
| Ramola Mahajani |
Managing Director
Human Edge Consulting |
| L V Keshav |
Vice President - R&D, Corporate Quality
Ion Exchange |
| Suresh Mhatre |
Vice President
Tata Consultancy Services |
| K Gopinath Prabhu |
Head - Quality
Reliance BPO |
| Rajiv A Vaishnav |
Vice President - Member Outreach
NASSCOM |
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| Improvement Paper Previews |
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ABHISHEK INDUSTRIES
Increasing Overall Equipment Effectiveness (OEE) of the Ring Frame Section |
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| Problem Statement |
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| Rapid technological progress, globalization, the advent of the information age, quality management, the geographic shift of production capacities, and the worldwide economic recession on top of the excess production capacities have left no option other than cost cutting to survive. OEE has direct impact on lead indicator of business performance. |
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| OEE of Ring Frame section was 87.03% in the last financial year against the set target of 91% which affected the bottom-line adversely. It was therefore necessary to increase the OEE of the ring frame section. |
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AIRTEL
Pre Paid Business Integration |
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| Problem Statement |
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| Although in CGMP, the Prepaid contribution to the Gross Revenue is 70 %. There are areas such as Customer delight, Employee enrichment, Vendor satisfaction and business KPIs which need to be aligned to the growth of prepaid business |
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• Low awareness on the business generated at the Retail and FOS level (recharge, SIM selling,
transacting outlets etc) |
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| • Lack of an integrated and standardized MIS for prepaid sales and distribution |
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| • The average APEF rejection is close to 20.85 % leading to Customer dissatisfaction |
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| • The average APEF not received is 4.47% which is very high |
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| The mission of the project is to integrate the Prepaid business in terms Distribution, Acquisition, Activation and market prediction which will lead to Customer, Vendor and Employee Satisfaction |
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BHARAT PETROLEUM CORPORATION
Reduction of Bitumen lorry turn around time to 2 hours |
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| Problem Statement |
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Prior to year 2006, the daily average turnaround time for 60/70 Grade bitumen lorries at
Trombay Despatch Terminal (TDU) of BPCL Mumbai Refinery has been 4 hours 30 minutes.
This has resulted in reduced bitumen evacuation from refinery. The daily average
turnaround time for 60/70 grade bitumen lorries has to be reduced to 2 hours. This would
increase overall refinery distillate yield and enhance Bitumen customer satisfaction. |
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GODREJ & BOYCE
Improvement of ‘First Pass Yield’ by 87% |
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| Problem Statement |
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| Leakage in Valve Plate reduces the pumping capacity of the compressor which results in poor EER (Energy Efficiency Ratio) of the Refrigerator. This defect results in reduction of FPY in the compressor assembly department thereby adversely affecting the throughput of the compressor plant. |
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| The mission of this project was the Improvement of first pass yield of Valve Plate Assembly from 51.5% to 95%. |
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ICICI PRUDENTIAL
Transaction Survey - Call Centre |
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| Problem Statement |
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| Since April 2007, the dissatisfaction Score (Rating 1 & 2) has been close to 12%. Though call center contributes to more than 20% of all recorded interactions, it contributes to more than 40% of total dissatisfaction score. |
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| The mission of this project is to increase the Satisfaction Score to 80% for all customers by March 2008 |
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KANSAI NEROLAC
Throughput Improvement |
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| Problem Statement |
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| Pearl Lustre is one of the fast moving decorative coating produced at Lote (Chiplun) plant. The high variation of cycle time has led to noncompliance of delivery date commitment in few cases. This is fast moving product and noncompliance of delivery commitment means loss of sale. Hence this problem has to be solved as quickly as possible. |
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LARSEN & TURBO
Inspection cycle time reduction |
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| Problem Statement |
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| Average inspection cycle time of each inspection stage in PPE equipment is 8.05 hours with a standard deviation of 3.9 hours. Inspection activities in manufacturing consume approximately 8-10% (for PPE) of total project cycle time. It is important to proactively reduce number of inspection stages and inspection cycle time in view of customer requirement for faster project cycle times. |
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| The mission of the project is: |
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| • Reduce inspection cycle time by 20% |
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| • Reduce number of inspection stages by 20% |
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| • Introduce sustainable self inspection in shops |
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| • Enhance internal and external customer satisfaction |
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RELIANCE INDUSTRIES
To increase POY CP10 yield from 98.5% to 99.2% by April 2007 |
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| Problem Statement |
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| POY CP10 yield was around 98.50%. Problems encountered with low yield and its relation with stake holders was studied. Lower yield (98.5 %) and higher waste(1.5%) at CP10 due to higher & longer process interruptions were resulting in low productivity, inconsistent quality, and poor utilization of resources |
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STERLITE INDUSTRIES, SILVASSA
Cycle time reduction of CENVAT credit availment |
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| Problem Statement |
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| Working capital in the form of CENVAT was getting accumulated due to cycle time taken between goods received, consumed and credit availed. In this process there was an involvement of Tuticorin Excise where Credit availment was done. Which resulted in time lag between goods received and CENVAT credit availment involving huge blockage of funds and interest costs hence it became imperative to reduce the CENVAT availment cycle time from the current 58 days. |
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STERLITE INDUSTRIES, SILVASSA
Increase in CCR production |
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| Problem Statement |
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| The global consumption of copper is growing at a rate of 12% per year. This in turn has created a surge in the market demand. Every single tonne of rod produced finds its customer as soon as it is produced .This strict demand supply situation has compelled us to take this problem in hand as only by solving this problem we can maximize our gains. |
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| Average production for CCR plant is as low as 262 Mt/ day in comparison to rated capacity of plant of 288 Mt / Day. Due to reduced productivity there is loss of revenue generation |
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| Innovation Paper Previews |
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HINDALCO, RENUKOOT
Venting of 5.6 MW Turbine GSC gland steam |
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| Hindalco’s fully vertically integrated aluminum operations at Renukoot consist of bauxite handling, refining of bauxite into Alumina, smelting unit for primary metal production, facilities to produce down stream products and Captive Thermal Power Plant at Renusagar. |
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| Approach used to Accomplish Practice: Co-generation – 1 is equipped with PF Boiler of 140 TPH and 5.6 MW Back Pressure Turbine and 31.4 MW Extractions cum Condensing Turbine. |
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MANIPAL UNIVERSITY
Online Entrance Examination – An Innovtive Venture |
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| Best practice category: Value Creation Process |
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| Approach used to Accomplish Practice: All processes which directly affect the education system are considered key value creation processes by the MU. For example, Entrance exams, Admission procedures, Assessment of students’ performance, University examination systems, Designing of products and services etc are treated as key value creation processes. |
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| The outcome of the interactions with four specific areas enables MU to identify and improve the broad spectrum of value creation processes requirements. |
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HINDALCO, RENUKOOT
Quality and Productivity Enhancement Through Mechanizing the Process |
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| Hindalco’s fully vertically integrated aluminum operations at Renukoot consist of bauxite handling, refining of bauxite into Alumina, smelting unit for primary metal production, facilities to produce down stream products and Captive Thermal Power Plant at Renusagar. |
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| Approach used to Accomplish Practice: To handle the solid cake safely, we insert two nos. handles of U-shaped aluminum bar on each cake during the casting. These handles are made in our works place This U-shaped aluminum handle making is carried out in all the 3 shifts involving 9 Manpower. It was very tedious, low productive and occupationally hazardous process. |
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JUBILANT ORGANOSYS
Improve the Top line of the Consumer Product Division Business by 5 times within next 3 years |
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| Approach used to Accomplish Practice: The Project was aimed at identifying and prioritizing customer needs for adhesives requirement for Footwear & Leather Garments by Original Equipment Manufacturers (OEMs) and to develop the product in accordance with international technical standards and offer better value to customers compared to foreign makes currently available in India. |
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| The 2nd Phase of the program was to conduct a test market launch of the pilot product and validate offerings and then commercially launch the product in the Indian market. The cross functional team from Sales & Marketing, Production, R&D used Innovation and Design for Six Sigma Methodology (IFSS & DFSS) for project execution |
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NATIONAL THERMAL POWER CORPORATION
Performance Improvement by Quality Initiatives |
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| Best practice category: Improvement and Innovation |
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| Managerial practice within business practice: Defining an Improvement Project |
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| Approach used to Accomplish Practice: Gap Analysis - Identify Projects - Establish Targets - Improvement Programme - Team based improvement projects |
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SONA GROUP
Attrition And Talent Management In Today’s Organizations |
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| We are surging ahead in our journey of Total Quality Management (TQM). We are also developing our core competence and aligning objectives at all levels so as to realise synergy in operations. An initiative of improving the most important resources, the Human Resource, as well as the plant equipment has been initiated. This technique, Total Productive Maintenance (TPM), has been adopted to improve performance through the philosophy of prevention. SKSSL aims to achieve: |
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| • Zero Accidents |
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| • Zero Defects |
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| • Zero Breakdowns |
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| by using the Koyo Production System as the foundation of all change programmes. |
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| Approach used to Accomplish Practice: Voice of Employees, Data Preparation & Analysis, and Action Plan for Implementation |
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| Improvements Accomplished in Practice: Attrition reduced from 12.78% to 8.08%. Wherein average of Manufacturing Industry is 23%. |
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| Innovations Accomplished in Practice: Stay Interviews - The Proactive Approach in HR |
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STERLITE, TUTICORIN
Employee learning and participation in the making of winning organizations |
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| Approach used to Accomplish Practice: Training needs are basically divided into two categories – Individual training needs and organizational needs. |
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| The major focus areas of training can be broadly classified as under: |
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| • Safety, Health and Environment |
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| • Quality Management Systems |
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| • Functional/Technical Programs |
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| • Attitudinal/ Behavioral Programs |
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| • Management Development Program (MDP) |
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| • Senior Management Program (SMT) |
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| • Know – L2 – edge - Abroad Training |
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| • Work Life Balance programs |
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ACC
Innovation for Sustainable Development – Process waste heat recovery for Wet Fly ash drying. |
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| Approach used to Accomplish Practice: Significant proportion of heat from clinker cooler in cement plants is being wasted from the cooler exhaust to atmosphere. The same heat has been utilized for drying wet fly ash which after then is used for making PPC cement in cement grinding section. This environment deteriorating wet fly ash is being dried by utilization of waste heat from cooler which results in increase in cement production volumes with reduction in power consumption and CO2 generation. |
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RALLIS
Bhagidari Sabha |
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| Making The Dealer A Partner In Strategic Planning |
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| Approach used to Accomplish Practice: Initial Feedback, Topic for Discussion, Presentations, Strategy, Target Fixation & ownership |
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KANSAI NEROLAC PAINTS
3 Wet Technology - An innovative application system for painting 4 wheeler sector in automobiles |
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| Approach used to Accomplish Practice |
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• Need for development of 3 wet Paint application system in 4 wheeler Automobile Industry -
Saving on Energy, increased Productivity, space saving, reduction in Manpower and reduced
material cost. |
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• Lots of Joint laboratory work was done along with Principals to implement the above into
practices. |
