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Authors:
S S Bhakar (Prestige Institute of Management and Research); Alok Mittal (Prestige Institute of Management and Research); Mili Singh (Prestige Institute of Management and Research); Gyanendra Kumar Chaturvedi (Prestige Institute of Management and Research)
Published in:
2006
Length:
5 pages
Data source:
Field research
Abstract:
Larbi Motors Limited (LML), a car manufacturing organisation, set up its manufacturing unit in 1984 to assemble automotive power units at Faridabad. In 1995, in technical collaboration with Mitsubishi Corporation Japan, it started manufacturing engine and transmission parts. The manufacturing facility of the power unit was divided into three main parts. They were the engine plant, the transmissions plant and the laboratory. The engines and transmissions manufactured at this plant were used for cars and multi-utility vehicles (MUV) produced by other divisions of LML. However, the organisation was using only 40 percent of its installed capacity. The plant incorporated a flexible manufacturing system (FMS), cellular manufacturing architecture and computer controlled machines for consistent quality and flexibility. They set up a research and development centre equipped with state-of-the-art engine test facilities, which was recognised by the Department of Scientific and Industrial Research (DSIR). The laboratory also received the NABL (National Accreditation Board for Testing and Calibration Laboratories) Certificate in the year 2002. This resulted in the unit's achievements and awards for example, Best Vendor Award from FG Wilson, UK, AAA Vendor Rating from Eicher Motors, India and the first to develop engines using compressed natural gas/liquefied petroleum gas as fuels for automotive application. In 1997, LML also started manufacturing passenger carriers, troop carriers, ambulances and school buses. But due to the fierce competition in the sector, LML was using less than 50 percent of its installed capacity. The organisation decided to go for total productive maintenance (TPM) with the help of top and middle management and also with the services of the Japan Institute of Plant Maintenance (JIPM). The unit took the union leaders into their confidence and the TPM awareness programme was undertaken during April-May 2000. They formed an eight pillars committee and a steering committee, which consisted of heads of departments and the organisation implemented the eight pillars of TPM. The purpose of the case is to explain to the participants the concept of total productive maintenance of the plant and environmental conservation. The main issues in the case are: (1) TPM policy adaptation and the problems involved in its implementation; and (2) environmental conservation policies. Participants are expected to know the concepts related to TPM. A group of 3 to 4 students is required to analyse the case first at individual level and then at group level.
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