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The concept ensures participation and error free communication. The result is clarity of content, better understanding and openness towards feedback. These values make PMS
a sustainable system. Having achieved the target of selling a million cars in the financial year 2009 - 2010, PMS has lead the production team towards greater enhanced
productivity with perfection.
In order to bring an improvement in overall processes and systems in Production Division through involvement of all levels, PMS was launched in Maruti Suzuki. Through various
phases of PMS the company embarked on its journey of bring in a) Clarity of Role, Non-duplication of work, Ownership, Commitment and Standardization in all our process and
systems across the production division.
In the year 2002, to match up to the standards of Suzuki¿s best global plant in Japan - the Kosai plant, we set upon a target of a 50 per cent improvement in
productivity by 2005. This mission was termed Challenge 50.
This challenge was approached in totality. Each process in the production and manufacturing plant was scrutinized and assessed. Layouts were altered, innovative
equipment and processes were introduced and operations relentlessly made lean and efficient.
In-house automation also played a major role in Challenge 50. We devised robots and deployed them, especially where they reduced worker fatigue and were critical
in delivering consistent quality.
At the end of three years, we achieved 46 per cent increase in Productivity, and a 30 per cent improvement in quality and cost - a tribute to the vision, courage and
team work of our people.
Challenge 50 helped us improve our plant productivity by 46 per cent in three years and cost & quality improved by 30 per cent.
Production Management System (PMS) was the next bold step in this direction.
PMS is
• A system which is people driven and ensures involvement of all levels ( Managers, Executives, Supervisors )
• A system which ensures ownership
• A system which brings in standardization of systems & processes
The concept ensures participation and error free communication. The result is clarity of content, better understanding and openness towards feedback. These values
make PMS a sustainable system.
Bringing in Standardization
Through such people participation, PMS has brought in standardization that eliminates any scope of confusion at shop floor. A visual consistency across the
manufacturing facilities is notable. Bins and trolleys are earmarked for tools and components. Pictorial charts explaining processes and procedures are pasted at
convenient and strategic points helping shop floor employees understand various mechanisms with ease.
Wherever possible a colour coding control or visual control is followed to eliminate operator errors arising out of language constraints. This helps in clear distinction of
different model and its components.
Marching ahead towards the goal of selling a million vehicles by 2010, PMS will lead the production team towards greater enhanced productivity with perfection.