RenNi Consultancy provides operational efficiency improvement services through lean manufacturing, quality management systems, and other process improvement methods. They have worked with over 15 customers across various industries since 2011. Key achievements include helping 3 customers achieve accreditation from automotive OEMs, implementing lean layouts that saved 30% floor space for 2 clients, and establishing a firewall system that reduced rejections to 0 ppm for one customer. Their approach involves understanding customer goals, developing an improvement plan, implementing changes through teamwork, and monitoring progress.

1. 1

2. 2
# Agenda;-
1 About us
2 Our Motto
3 Vision & Mission
4 What we do
5 How we Work & Approach
6 What we Achieved
7 Customers

3. 3
 Established in 2011.
 Our Objective is
 To help and Improve Plant Operational Efficiency.
 As a value adding partner to our customers.
 Our Moto:- Moving Impossible to I’m Possible
 Approved And Recognised as the best Lean Consultant - Pilot batch by MSME/ NPC - April 2015
About Us:

4. 4
QMS Lean SPES TPM TQM
 Quality System Upgradation
 Measurement of Customer Satisfaction
 System Upgradation
Total
Quality
Manage
ment
• Elimination of Waste
• PokaYoke / Productivity improvement / Training
• .Inventory reduction / Other Lean activity viz.Cluster
• Supplier Management
Programme management
• Logistics
• Model machine Concept
• Reduce Losses and Improve
Operational Efficiency
What We Do……

5. 5
What How Expected Result
QMS
• Upgradation to Auto OEM
requirements. Including sustenance
development ( Health & Safety)
• System Upgradation
• NPD system upgradation
• Problem Solving
• Fire wall / gate for Zero PPM &
System stabilizing.
Educate,
Establish, & Monitor
 Meet the Auto OEM Requirements
 Reduced New product Development time
 Consistent System driven approach
Lean
•Introduce Lean concepts,
•VSM
•NVA reduction
•Automations - Low cost
• Educate
• Implement &
• Monitor.
• Hand holding for
Horizontal deployment
 Process Cost Reduction
 Inventory reduction
 Rejection Reduction
 Productivity Improvement
 Streamlined flow of product
SPE
S
• Upgradation of Process both Supplier
& In-house to meet Customer
requirements
• Evaluate Process
efficiency
• Suggest & Implement
Improvement ideas
 Process with required controls and consistent
product
 Improve STR and reduce rework & rejections
What We Do……
QMS Lean SPES TPM TQM

6. 6
What How Expected Result
Training
• Lean tools
• Quality tools
• DOE
• Fire wall
• VAVE
• Training
• Case study - In-house
• Evaluate
• Hand Holding
 Trained professionals
 Improved Operational efficiency
TPM
• Introduction of Model
machine Concepts.
• Educate
• Implement &
• Monitor.
• Hand holding for Horizontal deployment
 Improved OEE of the machine
 Improved Quality
 Improved Productivity
 Reduced MTTR
 Improved MTBF
TQM
• Transforming Business
through Operational
Excellence
• DRM
• QPD
• Business Plan
• Bench marking
• Gap analysis
• Training
• Implementation
• The Top-Line Transformation
• The Transformation in New Product Development
• The Bottom-Line Transformation
 Improved Plant Operational Efficiency
 Global Competency
Others • Cluster • MSME & NPC  Lean benefits
What We Do……
QMS Lean SPES TPM TQM

7. 7
Total Quality Management
5 S
Work Place Management System
SCM PM
TPM
TQM
LeanMZK
Total Productive Maintenance
Lean Manufacturing
System
Industrial
Engineering
& Value
Engineering
Supply Chain
Management
Supplier Process Evaluation
(Monozukuri)
IE & VE
How to Improve the Performance Efficiency

8. 8
Support Steps (Procedure):
1. Share understanding about tasks and aimed target with Management
2. Develop and agree the improvement action plan
3. Formulation of teams & Assign Responsibility for completion of
actions.
4. Make a schedule for confirming improvement progress
Presentation of Case studies
Review of the status
As per the schedule agreed
Implementation in areas of
1.Process design
2.Trial management
3.QMS / SPES Management
4.Production Planning and
change control
5.Process control
6.Gemba Improvement
Improvement Opportunity
Decision
Evaluation of Work content Share Scope and Areas Required1
3
4
5
2
How We Work……
Detail Evaluation, if necessary
Completion of Project &
Presentation to Management

9. 9
Lean - Improvement Activity -
Methodology
Gemba = ‘Actual Place’ or ‘The Place Where It Happens’
Gembutsu = ‘Actual thing’ or ‘Actual Product’
Genjitsu = ‘The Facts’ or ‘The Truth’
Basic
Techniques
(Quantitative)
• Current Loss
Analysis
• Identify
Problems
• Identify areas
of improvement
Kaizen View
point / Concept
(Qualitative)
• Create ideas to
achieve goals
• Create
Proposals
• Estimate
effectiveness
• Implementation
• Measure
results
• Follow up
Kaizen
Implementation
Reduce WIP
Improve
Productivity
Reduce
Inventory
Increase
Quality
Skills advanced with each
Cycle
Techniques put into Practice
• How to see Gemba, Gembutsu, Genjitsu
• Thinking process
• How to use the analysis techniques
• How to apply the Kaizen principles
• Kaizen cycle
How We Approach……

10. 10
Aug ‘11-March ‘16 Future >>
Areas operated
No. of
customers
worked with
Overall Plant Efficiency Improvement
QMS
OEM Requirements - VDA 6.3,
ASES,…..
SHE
TPS
LEAN
SPES
TPM
TQM
Re Sourcing
MARKETING
Product Development
DOE and
Fire wall system
Special Trainings
Overall Plant Efficiency Improvement 6
QMS 6
VDA 6.3 - Gap analysis & Readiness for Customer
Audit
1
ASES - Gap analysis & Readiness for Customer Audit 3
SHE (Safety, Health & Environment) 1 (23 Suppliers)
TPS 3
Lean (Refer training tools)
43 (Refer trailing cells)
*
OEE 5 *
Productivity 12 *
Waste elimination 8 *
Cost / inventory reduction 7 *
Process Improve / 5S 10 *
Others (Fire wall / Source Development) 4
Clients Assessment for IMEA along with Sullivan &
Frost 15-16
15
Where we are and going to be….

11. 11
Case Studies… QMS & OPERATIONAL EFFICIENCY
• 6 Clients improved on Plant Operational Efficiency
• 3 Clients were Accredited by Auto OEM for Regular Supply of parts.
• 1 Client was Accredited by Global white Goods leader for Regular supply of Parts.
• 3 Clients were modified with lean layout, process improvements (30% space saved)
• 2 Clients were ISO certified
• Design of Experiment (DOE) implemented for 1 client to stabilize process and reduce rejection by 20%
• Innovative Plastic mould release spray introduced for many clients reducing cost of release by 75%
(Example case study : Rs. 2.40 to Rs.0.60)
Rejected
Accepted – With time line
Minimum Required
standard
0
40
60
80
100
Supplier
RenNi
OEM Accreditaions,innovations and Lean Implementation:-Improving Operational
efficiency

12. 12
Case Studies…OPERATIONAL EFFICIENCY
Operational Efficiency Improvement:
About Assignment;-:
Improve Plant Operational Efficiency
Benefits Derived (2014-16):
CLIENT 1 CLIENT 2
Turn over increased from 5.8 Crs to 16 Crs Turn over increased from 0.75 Crs to 1.8 Crs
Bottom line increased by 7% from current level Bottom line increased by 12% from current level
Product cost saved nearly 15 lacs/annum through VAVE
Activities
Product cost saved nearly 5 lacs/annum through nominated
source
Quality rejection @ customer end brought down to 0 ppm from 15000 ppm (Firewall)
Layout modification to suit process and incidentally saved 3000 sq ft area
Employee motivation with job links to business objectives
Bridge Management Objectives and Bottom level objectives through Quality Policy Deployment
Welfare Schemes introduced (Lunch, Uniform, Incentive,……)
Expanding Export oriented growth by making business trips to USA, Europe countries
Establishment of “Applitech” – A new unit for experiencing in Mass production setup as well as Business Growth

13. 13
Case Studies…PROCESS FLOW LAYOUT
Establishing Toyota Production System Concept:
About Assignment;- Single Piece flow concept implemented. This accomplished the following TPS principles:
1) Create continuous process flow to bring problem to the surface
2) Use “PULL” system to avoid Over production
3) Level out the workload
Before After
• Productivity improved (5400 to 6000)
• Work load leveled out. 3 Man power saved
• No WIP maintained in the shop floor
• Single piece flow followed
• Rejections reduced because filtered station wise
Client 1

14. 14
Case Studies…PROCESS FLOW LAYOUT
Establishing Toyota Production System Concept:
About Assignment;-:
Single Piece flow concept implemented. This accomplished the following TPS principles:
1) Create continuous process flow to bring problem to the surface
2) Use “PULL” system to avoid Over production
3) Level out the workload
Before After
• Cell Manufacturing Concept established and 5 new additional machines accommodated.
• Shop floor area saved nearly 40% which can be used for further business development
Client 2

15. 15
Case Studies…CUSTOMER PPM REDUCTION
Reducing Incoming rejection by establishing Firewall Station:
About Assignment;-:
Threat at incoming for the Customer needing Sorting, Line Stops etc. .RenNi undertook a Fire Wall
operation on the Major Supplier taking in to Stock of 6 months customer concerns, internal and supplier
Rejection and erected the Fire Wall at the Supplier after Final inspection. Trained operators, with dedicated
Product quality Standards were put in to operation.
After establishing ZERO PPM at customer, the internal Process is stabilized.
Client 1 Client 2
0 PPM
CUSTOMER PPMTREND

16. 16
Case Studies…. BENEFITS – CLUSTER 1
Before After
60000
70000
80000
90000
74000
86400
PRODUCTION CAPACITY (Nos)
Before After
0
10
20
30 21.6
8.28
INVENTORY (Rs IN LACS)
Before After
0
50 39.6
22.8
LEAD TIME (HRS)
Before After
0
100
200 155
115
SETUP TIME (HRS)
Before After
0
100
200
100
50
SPACE UTILISATION (SQ FT)
Before After
0%
50%
100%
47%
85%
OEE (%)
Before After
0
10 8
4
OVER TRANSPORTATION (METERS)
Before After
0%
20% 10%
2%
INHOUSE REJECTION (%)
Before After
0
4
0
2.91
SAVINGS (Rs IN LACS)
Operational Efficiency improved in 10 months duration:
Before After
0
40
0
20
KAIZENS (Rs IN Nos)
PARTICULARS UNITS
PRE
INTERVENTION
POST
INTERVENTION
% OF
CHANGE
Production Capacity NOS 74400 86400 16%
Inventory turnover (Rs) Rs 2160000 828000 62%
Lead time (Hrs) Hrs 39.6 22.8 42%
Machine utilisation or OEE % 47 85 81%
Space utilisation Sq ft 100 50 50%
Set up time Mins 9300 6900 26%
Over transportation Meters 8 4 50%
Quality In house rejection PPM 104460 19200 82%
Savings Rs --- 291432 ---
Kaizen NOS --- 20 ---

17. 17
Case Studies…. BENEFITS – CLUSTER 2
Before After
400000
450000
500000
446982
492708
PRODUCTION CAPACITY (Nos)
Before After
0
5
10
15
0
9.6
SCRAP SALVAGE VALUE (Rs LAKHS)
Before After
0
1000
2000
0
1010
LEAD TIME (HRS)
Before After
0
500
444
96
OVER WAITING TIME (MINS)
Before After
0
5000
10000
5040
2920
SPACE UTILISATION (SQ FT)
Before After
0
2000
4000 2688
1680
MACHINE UTILISATION (Hrs)
Before After
0
100
92.6
62.8
INVENTORY TURN OVER (LAKHS)
Before After
0
200000 137568
46332
INHOUSE REJECTION (%)
Before After
0
20
0
16.8
SAVINGS (Rs IN LACS)
Operational Efficiency improved in 10 months duration:
Before After
0
40
0
25
KAIZENS (Rs IN Nos)
PARTICULARS UNITS
PRE
INTERVENTION
POST
INTERVENTION
% OF
CHANGE
Production Capacity NOS 446982.00 492708.00 10%
Scrap Salvage Value Rs --- 960000.00 ---
Inventory turnover (Rs) Rs 9264000.00 6288000.00 32%
Lead time (Hrs) Hrs --- 1010.00 ---
Machine utilisation or OEE Hrs 2688.00 1680.00 38%
Space utilisation Sq ft 5040.00 2920.00 42%
Over waiting Time Mins 444.00 96.00 78%
Quality Inhouse rejection PPM 137568 46332 66%
Savings Rs --- 1683260.00 ---
Kaizen NOS --- 25 ---

18. 18
Case Studies .... with Associated Clients
Other Activities Performed:
With ATKEARNEY as Special Consultant;-
• As special consultant for studying at their OEM customer to reduce material cost by 10% on
Components, by applying Lean Manufacturing, Design Innovations and alternate material ideas.
Successfully completed…..
Sylvain & frost as special consultant:-
• Under took as special consultant and completed 4 Business proposal—Technical study & project
reporting .and Revival Strategy. ( Foundry, M/C shop, Forging, and Gen Set)
• Special External Auditor for IMEA (India Manufacturing Excellence Award) for the year 2015 & 2016
OTHERS
• Product Development ( design, development & backward integration)
• Undertook Lean cluster improvements as an authorized Lean Consultant by MSME/NPC (India)
• Professional Director for Nisco Group, Chennai
HMG on training
• Conduct national wide training on special and specific subjects on Request..2 events..5 cities….
JM Fric Tech for R&D centre Establishment;
• Design Development Centre for their hydraulic Cylinders to Off high way Vehicle.
SYB Consultant:
• Act as an extended arm of this French Consultant in their Technical/ management Needs as their
representative with their OEM/ T1 Customers.

19. 19
Our Customers……
a EIM India - NewBridge Partners

20. 20
Our Customers – Cluster 1&2
t u b i c o r
Established By Whirl Pool / MSME;-
About Clients;--
Whirl pool in conjunction with MSME/ NPC, established this LEAN CLUSTER-1 & 2, for their T1 Suppliers..The supplier
Combination consists of Injection molded plastics, springs, Corrugated box packing material, vacummised Extrusion,
PCB manufacturing, Expanded polystyrene ( thermocoal), Aluminium castings, sheet metal, stainless steel pressing &
fabrication, Injection molding ,sub assemblies.. etc.
Vimprotech Sri Mother
Plastics
Technotubes
Venus Polymers
KOSH INNOVATIONS
MTV & MKM
CLUSTER 1 CLUSTER 2

21. 21
CORPORATE OFFICE:
13/3, Shresta Riverside Apartment,
Wood Creek Road,
Nandambakkam,
Chennai – 600 089
Tamilnadu, India
Email : renniconsultancy@gmail.com
Ph : 098402 79455 / 044-4285 0026
BRANCH OFFICE:
Flat No. 203, House No. 2-2-1137/3/1
Surya Enclave,
New Nallakunta,
Hyderabad – 500 044
Andhra Pradesh, India
Email : renniconsultancy@gmail.com
Ph : 089788 56702 / 040-27550742
Contact Us…….
‘Let Us See What's Not Working’
Thank You