1. .
Belt : - Somrita Ghatak
MBB : - Amol Natu
Sponsor : - Parag P Pawar
Process Owner : - Sriram Srikantan
Reduction in Ergonomic Risk to facilitate Gender Diversity
Improvement from 7% workstations to 14% Work Stations in KV
Cylinder Block Line without affecting Quality & Productivity

2. 2
Project Tracker

3. Define Phase
2

4. Reduction in Ergonomic Risks to facilitate Gender Diversity Improvement
from 7% workstations to 14% workstations in KV Cylinder Block Line without
affecting Quality & Productivity
1. Oil Gallery SPM- Ergo Risk 27 to be reduced to 10
2. Semi Finish Cam Bore- Ergo Risk 21.6 to be reduced to 10
3. Bush Press SPM- Ergo Risk 30 to be reduced to 10
4. DMG- Ergo Risk 14 to be reduced to 10
5. MHI- Ergo Risk 12 to be reduced to 10
6. Top Deburr Work Station- Ergo Risk 12 to be 10
DefinePhase Project Title

5. 1.Define 2.Measure 3.Analysis 4.Improve 5.Control
Reduction in Ergonomic Risks to facilitate Gender Diversity
Improvement from 7% workstations to 14% workstations in
KV Cylinder Block with out affecting Quality & Productivity
Objective :
Benefits :
Project
Team :
Schedule :
5
1. Creating right environment
Belt : Somrita Ghatak
Team members : Dinesh R Kamthe, Sameer C Bhilare, Milind V
Bhagwat, Neeta N Chavan, Sandeep V Sadaphal,
Dyaneshwar J Dhamal
Sponsor : Parag P Pawar
Process Owner : Sriram Srikantan
Controller : Soma Ghosh
MBB : Amol Natu
DefinePhase Project Description

6. 6
Grow to Rs
2544.9 Cr. with
20.3% PBIT in
2015
Leverage
Complementary
Businesses
1. Become Excellent in
Customer Support
Seek Profitable
Growth
Relentlessly
Pursue Cost
Leadership
Increase
Shareholder
Value
4. Achieve Supply
Chain Excellence
1. Deliver and exceed 2015 AOP
2. Execute capital projects on time
6. Achieve Low Cost
Provider Status
1. Achieve cost savings through ACE IV(direct material savings)
2. Hit Supply Chain improvement (AsCENT) and cost reduction targets for 2015
3. Achieve zero defect processes (AMAZE)
4. Achieve operational excellence through (APEX)
Great Place
to
Work
Strategic
Principles
Common
Critical Initiatives
IEBU Critical Initiatives/ Projects
1. SBP and FPC functional excellence
2. Implement ASCP by mm/yy and WMS at PHP , evaluate mobile Supply chain
3. Deliver and develop QSK 23 for all Industrial applications, ramp up Q 23 conrod exports
4. Take gross turns to 6 for 2015, PFEP target-
1. Create excellent leaders by deploying leadership programs (BSO, LCS) & extending sponsored
education (MBA, M.Tech)
2. Create & drive high performance culture through robust PMS & ODR
3. Grow the leadership pipeline with respect to diversity
4. Functional excellence for Product planning, VPI, SCM, Manufacturing and Quality
5. Focus on resource planning for A list projects
1. Excel in PQC
2. Leverage Synergies – CSE, Integrated Account Management & End User Management
3. Defend Existing Customers by improving customer satisfaction and ensure better management of
PGU, Exports & Parts
4. Reduce warranty cost by 5% over 2014 warranty cost
5. Differentiate between process and planning for project ad product business
6. 50% reduction in BIS - , ELF ,
7. Invest in Leadership
Development and
People
2. Develop a Growth
Mindset
1. Capture Adjacent Markets- Defense- Cr & Gas- Cr
2. Excel in VPI, VPC, parts exports- Q 23, Q60, Q19 wrt timeline and cost targets
3. Product Planning for new Emissions (Industrial– 2016; Powergen – 2017) – Engine and Emission
Solutions ; Launch Fit for Market products on time
4. Drive growth in Marine - Cr & construction- Cr and defend rail- Cr and compressor- Cr
5. Plan and deliver IEBU WIN initiatives of 5-1-0
Objectives
5. Meet Long Term
Financial Targets
1. Execute Safety and environment initiatives to deliver world class performance
2. Improve safety behaviors at all low performing sites
3. Improve contractor safety
4. Achieve safety target – and Enviroinment target -
5. Foster an open, safe & inclusive environment
8. Become World Class
in HSE
Create the
Right Work
Environment
9. Embed Corporate
Responsibility into our
Business
1. Support and measure leadership teams on engagement in community leadership
projects (through 5 IEBU leader led projects)
2. Drive company-wide initiatives: CCEW, Zero Garbage, etc.
3. Move from
Multinational to Global 1. Ramp-up the Q60 production for exports
2. Leverage India sourcing and low cost production for global markets
First Choice of
Customers
Achieve Zero Defect
Lead in Critical
Technologies
DefinePhase IEBU Goal Tree

7. Cummins Operating System - 10
Practices
Put the
customer first,
and provide
real value
Synchronize
flows (material,
physical and
information)
Design quality in
every step of the
process
Involve people
and promote
teamwork
Ensure equipment
and tools are
available and
capable
Establish the
right
environment
Create
functional
excellence
Treat preferred
suppliers as
partners
Follow common
problem solving
techniques
Use Six Sigma as the
primary process
improvement method
DefinePhase

8. 1. Does the Sponsor have responsibility for the problem
being addressed ?
Yes No
2. Is the Process owner involved in Project definition
and evaluating Baseline ?
Yes No
3. Can the project be completed in 4 to 6 months? Yes No
4. Will the belt be able to spend @ 20% of time on this
project ?
Yes No
5. Which is/are the key Business Goals that the project
impacts the most ?
Elaborate, in brief –
 Recruit & develop Diverse
high Caliber work force
6. What is the likelihood of success? High Low
7. Impact of this project on Customer satisfaction
(Customer for the process being improved)
High Low
8
DefinePhase Project Selection Filters

9. 9
•.One of Shop operation’s key initiatives aligned with
IEBU critical initiatives
“Facilitate gender diversity improvement in Shop
operations”
•Scope of this Project shall be work stations in KV
cylinder block line
DefinePhase
1. Oil Gallery SPM- Ergo Risk 27 to be reduced to 10
2. Semi Finish Cam Bore- Ergo Risk 21.6 to be reduced to 10
3. Bush Press SPM- Ergo Risk 30 to be reduced to 10
4. DMG- Ergo Risk 14 to be reduced to 10
5. MHI- Ergo Risk 12 to be reduced to 10
6. Top Deburr Work Station- Ergo Risk 12 to be 10
Why this Project?

10. • Project Scope
Identification
• Baseline
Calculation &
Target setting
• Belt, Sponsor
& Team
formation
• Establish
stake holders
for VOC
Define
• Risk
assessment
verification
• VOC
• Types of m/c
data collection
Measure
• Machine
categorization
• Top Risk score
• Proposal
Evaluation and
development
• Ergo
requirements
• Idea
generation on
selected
machine
Analysis
• Develop
solution design
• Implementatio
n on identified
machines
• Pilot
implementatio
n
Improve
• Update work
instruction &
RA with
improvements
• Maintenance
• Training
Control
Jan,15 Feb,15 Mar,15 Apr,15
p p p p
Road map for Reduction in Ergonomic Risks to facilitate
Gender Diversity Improvement from 5% workstations to 14%
workstations.
DefinePhase

11. 11/18/2015 Cummins Confidential11
Solution Strategy
• Ergonomic Job Hazard Survey to identify improvement opportunity on
20% Work stations to deploy female operator to achieve at least 14%
Woman-Friendly Work Stations in KV Block, BU-01 by Q3 2015
• Calculation of Ergonomic Job Hazard Score on the Machines/ Work
Stations identified by Ergonomic Job Hazard Survey
• Certify Work Stations/ Machines to be woman-friendly on the basis of
BRIEF/BEST/NIOSH Study
• Find out the Key contributors to Ergo hazard for the work stations
showing high Ergo Risk (>20)
• Conduct various trials to reduce Ergo Risk
• Implement action to reduce Ergo Risk at identified points
• Budgetary proposal for points where trials have not resulted in the
reduction of Ergo risk
• Approval of Budget
Initiate procurement of Final solution and implement
DefinePhase

12. Measure Phase
2

13. 13
Brief Details of Ergo Risk Score Measuring Tool
• Human-Tech is a Cummins Authorized System to evaluate Job
Ergonomic Hazard Score
• Brief-Best Score evaluation records 5 Types of causes (Posture, Force,
Duration, Frequency & Physical Stressors) of Ergonomic Risk to
Operator
• Final Job Hazard Score is calculated on the basis of Time Exposure on
Job per Week and it indicates Ergo Risk associated with the Job
BRIEF & Best Survey Data Collection Sheet
MeasurePhase

14. 11/18/2015 Cummins Confidential14
Base Line Data
Scope of the Project
Work Stations with Lower Job Hazard Score is having lesser
Ergonomic Risk
i.e. Easily convertible to Woman-friendly work stations
MeasurePhase
Machine Name Ergo Risk Score Target
Oil Gallery SPM 27 <10
S/F Crank Bore SPM 21.6 <10
Bush Press SPM 30 <10
DMG 14 <10
MHI 12 <10
Top Deburr W/S 12 <10
• Total number of work stations in
KV Block, BU-01- 44
• Currently woman friendly- 7% (Top
Milipore, Inspection, Clearance)

15. 15
Process Mapping
50K Bird Eye View
MeasurePhase

16. 16
Process Mapping
5K View
MeasurePhase

17. 17
Process Mapping
5K View
Contd.MeasurePhase

18. MeasurePhase
18
C & E Matrix
C & E Break Point- 50

19. MeasurePhase
19
FMEA
FMEA Break Point- 100

20. 20
Key Inputs from FMEAMeasurePhase

21. 21
3 Critical Input Variables
Found Critical X’s
All X’s
1st “Hit List”
MEASURE
ANALYZE
• Process Maps
• C&E Matrix
• Failure Modes and
Effects Analysis
Funneling Effect after Process Mapping
42
10
3
MeasurePhase

22. Analysis Phase
2

23. Translation
Establish :
Voice of Cust./
Voice of Biz
Analyse
Requirements
Redesign
Process
Solution
Design/
Development
Extract Images
& Voices
Requirements
KJ
Image KJ
Experience Stakeholders
World
Xform & Prioritise requirements Generate & select concepts Trial solution
11/18/2015
Process Redesign Road MapAnalyzePhase

24. 11/18/2015
Stake Holders SelectionAnalyzePhase

25.  Objective – To understand the requirements of stake holders
with respect to ergonomics while ensuring Safety, Quality and
productivity.
The KJ was performed on GEMBA to understand the
requirements in details through a questionnaire.
Internal Stake holders
 Production associate
 Quality manager
 Production manager
 Process Manager
11/18/2015
Requirement KJAnalyzePhase

26. 11/18/2015
Questionnaire prepared
considering three
parameters viz Height of
workstation, weight of
part, reach of part
Requirement gathering through QuestionnairesAnalyzePhase

27. Wrist aches after tightening cartridge in S/F
Stress felt after Insert change on S/F Cam Bore
Issue in horizontal reach for switched of spindle
on S/F Cam Bore.
Bush Press Machine Bar doesn’t work in
Auto, until a certain distance.
Pain on shoulder for carrying Alignment Bar on
shoulder
No Material handling provision for Functional
Gauges on Oil Gallery
Very risky to climb stairs while too change on Oil
Gallery. No proper support.
Material handling difficult as very heavy functional
gauge on Oil Gallery
Bending causes discomfort while lifting
alignment bar
Heavy Gauges are to lift for every job
Single person can’t handle functional
gauges on Oil Gallery
Very Heavy Alignment Bar causing Back
Pain on Bush Press
11/18/2015
Requirement KJ
Forklift thrashes with the Machine platform,
difficult to stand, no railings
Alignment bar is too heavy to carry
Bush Pressing bar in machine doesn’t go
inside without manual pushing
Storage of alignment bar is below waist level,
causing uncomfortable bends
Person may fall down if forklift thrashes with
platform of S/F Cam Bore
Wrist aches after tightening cartridge in S/F
Bush Press Machine Bar doesn’t work in
Auto, until a certain distance.
Bending causes discomfort while lifting
alignment bar
Single person can’t handle functional
gauges on Oil Gallery
Very Heavy Alignment Bar causing Back
Pain on Bush Press
Forklift thrashes with the Machine platform,
difficult to stand, no railings
Alignment bar is too heavy to carry
Bush Pressing bar in machine doesn’t go
inside without manual pushing
AnalyzePhase
Tools weight is too heavy to carry to
machine
Very heavy tools to be carried to machineHeavy tool changing activity

28. 28
AnalyzePhase

29. 29
AnalyzePhase

30. 30
AnalyzePhase

31. 31
AnalyzePhase

32. 32
Key Contributor:
1. Tool Change Activity- Step 3 Action: To be done by CSE
Point Leader
Key Contributor: No Major Finding of Ergonomic Risk
Key Contributor:
1. Tool Change Activity- Step 3 Action: To be done by CSE
Point Leader
Requirement KJ
Modify Oil Gallery SPM, S/F SPM, Bush Press SPM, DMG, MHI, Top
Deburr Work Station in such a way that employees will not face
any ergonomic issue while working.
AnalyzePhase
DMG
MHI
Top Deburring Work Station
1. Machine Training required of Female Operator

33. AnalyzePhase
Fitness to Standard
Fitness to UseFitness to Latent Requirements
“Taken for
Granted”
Types of Needs:
1 – Fitness to Standard (Must Be)
2 – Fitness to use
3 – Fitness to Latent Requirements
Condition

Dissatisfied Feeling
Physically
Fulfilled
(Need is met)
“Competitive”
the more the better

(Need is not met)
“Surprise &
Delighters”
Satisfied
Feeling
Weight To be reduced of
Gauges used in Inspection in
Oil Gallery
Bush Pressing Bar very tight
for movement
Bush Press Alignment Bar
handling provision to be done
& weight to be reduced
Horizontal reach issues on S/F
Cam Bore
Material handling
provision to be made
for Functional Gauges
of Oil Gallery
Alternative option for Tool
Change
Training of the female
operator
KANO Model

34. 34
Sr. No. Machine Name Actions Identified Responsibility Target Date Status
1 S/F Cam Bore SPM
Switch Position to be changed to improve
horizontal reach
Somrita 15-07-2015
Planned on
5/07/2015
3
Jib Crane & Air Balancer assembly to be
provided for handling of Functional Gauge
Somrita 31-07-2015
Quotation
received
4 Weight reduction of Functional Gauges Somrita 31-07-2015
Design In
Progress
6 Weight Reduction of Alignemnt Bar Somrita 31-07-2015
TDR released
to Tool Room
7 Easy handling provisioin of Alignment Bar Somrita 31-07-2015
Quotation
received
8 Modify Bush Pressing Bar Somrita 31-07-2015
Feasibility to
be checked
9 Arrange alternate plan for Heavy Tool Change activitySomrita 30-06-2015 Completed
10 CNC Machine Training of the female opertaor Somrita 31-07-2015 In Progress
11 Arrange alternate plan for Heavy Tool Change activitySomrita 30-06-2015 Completed
12 CNC Machine Training of the female opertaor Somrita 31-07-2015 In Progress
13 Top deburr Work StationTraining of the female operator Somrita 31-07-2015 In Progress
Oil Gallery SPM
Bush Press SPM
DMG
MHI
AnalyzePhase Action Plan to achieve 20% Woman-friendly Work stations to deploy
female operator against target of 14% Woman-friendly Work Station
in KV Block, BU-01 by Q-3 2015

35. Improvement
Phase
2

36. 36
Improvement
Phase

37. 37

38. 38
Why Yellow Closure?
Late receipt of Quotations
from Various Suppliers
Delay in Raising RFA
Delayed Procurement of
Materials required
• Major Reason: Delay in submission of RFA
• Required Budget Summary: ~11 Lacs Against AOP approval of 25
Lacs for Human-Tech deployment
• RFA Raised on: 07/08/2015
• Current Status of RFA: RFA Approved on 18/08/2015
• Target Date for Green Closure- Q1, 2016
Root Cause Analysis for Yellow Closure
Please follow next Slide for machine wise
Details of delayed implementation of action
plan
Improvement
Phase
Why?
Why?

39. 39
Machine Wise Details for Delayed Implementation of Action
Plan
Improvement
Phase
Target Completion Date for Green Closure: Q1, 2016

40. Control Phase
2

41. 41
Final FMEAControlPhase

42. 42
Control PlanControlPhase

43. 43
THANK YOU