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Lean Six Sigma in Automobile Industry

As per the industry classification benchmark, this industry sector includes the following subsectors –

  • Automobiles – Makers of motorcycles and passenger vehicles, including cars, sport utility vehicles (SUVs) and light trucks.
  • Auto Parts – Manufacturers and distributors of new and replacement parts for motorcycles and automobiles, such as engines, carburettors and batteries.
  • Tires – Manufacturers, distributors and retreaders of automobile, truck and motorcycle tires. 
  • Case Study Description

    Tata Motors team during the Benchmark Six Sigma partnering effort on Six Sigma (training and project support).

    1. A Six Sigma project was initiated to improve first pass yield of Crank shaft by 60% (to reduce defectives from 1.71% defectives to 0.68% defectives). Detailed process study indicated issues with grinding and pin buffing steps. Six Sigma project demanded further process analysis with statistical techniques showing that the size of the pin was observed as more than 0.00025“before buffing. After pin buffing, the size reduces below 0.00025” which is undesirable. The buffing was done to remove extra MIP coating. Hypothesis tests were done with changed sequence of operations. It was hypothesized that if pin grinding is done after MIP coating, the pin buffing operation can be eliminated if no other problems get created. Statistical tests proved the finish did not get deteriorated after change in sequence. In the final phase of the six sigma project the control plan was devised ensuring that the improved process provided higher yield with no secondary effects.

    2. The No.1 tire manufacturing company in India & ranked No.11 in the world having a turnover of over Indian Rupees 22 Billion with 8 manufacturing units and 67 branches and 2000 dealers with a workforce of 12000. The radial size change over time was a concern for the production plan commitment & total original Equipment Efficiency. The constantly growing market needs to be met with increased production. And so as part of productivity Improvement project, it was decided to reduce the set up change time by 50%. Use of lean engineering and lean management techniques helped achieve this goal in less than 3 months.

Feedback from participants

It is carried out in a highly professional way. It enhances and elevates your views, which add a great value to your professional career.
-Rajesh Kumar, TVS Motor Co. Ltd.

Very Good training, I have cleared most of the Six sigma concept pertaining to Six sigma green belt.
-Manoj D Parab, Manager QMS & EHS, ElringKlinger Automotive Components.

I found Benchmark Six Sigma training very useful and effective.
-Alam Noore, Sr. SDE, General Motors.

Excellent Value for Money.
-V. Sekhar, Ex ED, Ceat.

I liked the trainer and the course of Benchmark.
– Subodh Katyal, Assistant Manager- Design and Development, Clutch Auto Ltd.

It is a very good and relevant course for my quality profession. The best part was the in-depth knowledge of the concepts.
-Satya Pal Singh, Senior Manager, Global Auto.

Must enroll course for individual as well as organizational growth and development.
– P V Balakrishnan, Deputy Manager, Mahindra & Mahindra Ltd.

A Person who is willing to make personal and professional improvements must attend this training.
-Nandhakumar.Y, Creaftsmen- QA, Ford India Pvt. Ltd.