Streamlining Operations and Resource Utilization in Automotive Component Manufacturing Industry

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Introduction

This case study reviews the transformational experience of one of the prominent automotive component-making and supplying companies with close to two decades of industry experience. The company has achieved credibility in the two-wheeler market with specialization in Welded Sub-Assemblies and Motorcycle Chassis. It is a key supplier and manufacturer of these components for some of the leading companies. The company was aiming to transform its strategy for the use of resources, improve productivity, and reduce waste, for which PMI came into the frame.

Background and Client Challenges

In spite of its robust market standing and technical competence, the client recognized essential operational issues that slowed down their capability to scale effectively. The problems varied from sub-standard work standards and low utilization of manpower through an under-optimized plant layout. Moreover, inadequate visual tools for production planning as well as a lack of proper insight into value-added (VA) and non-value-added (NVA) activities also added to the production inefficiencies.

Key challenges involved:

The major objectives of the simulation exercise were to:

  • Absence of standardized work processes using PMTS techniques
  • Inability to accurately measure true plant capacity
  • Limited utilization of manpower resources
  • Inefficient layout that affected material and workflow
  • Lack of dashboards for demand-based production planning
  • Unclear visibility into VA/NVA activities, resulting in wasted effort

These challenges severely impacted the operational efficiency for the clients in negative terms which further made it difficult for them to make informed decisions. They were also unable to respond to changing demands and plan for future expansions.

Streamlining Operations and Resource Utilization in Automotive Component Manufacturing Industry

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PMI’s Structured Approach

To solve these problems, PMI followed a systematic three-step method aimed at collecting on-the-ground data correctly, interpreting the data significantly, and delivering actionable insights via data-driven dashboards.

1. Data Collection

The PMI team, consisting of a project manager and two senior engineers, worked along with the client cross-functional team to familiarize themselves with the current processes in depth. The team made thorough plant rounds to define the scope of the study. High-resolution video footage of activities in different production areas was taken to obtain reliable and exact data inputs. These videos formed the platform for analysis of individual work elements and checking assumptions.

2: Estimation & Data Analysis

After data gathering was finished, the team made use of the PMTS-based Basic MOST (Maynard Operation Sequence Technique) method to carry out elemental work analysis. Every activity filmed was decomposed into its basic motions and clocked precisely.

Major analytical tasks involved:

• Preparation and verification of elemental work information

• Work allocation and line balancing via man-machine charting

• VA/NVA categorization to delineate inefficiencies

• Manpower capacity computation based on observed workloads

• Production planning dashboard creation from real-time and history-based demand information

• Improvement opportunities and low-cost automation areas identification

The dynamic introduction of dashboards enabled the client to see area-wise statistics regarding resource allocation, manpower requirements, and production capacity, providing a visual interface towards better decision-making.

3: Results and Conclusion

The effect of PMI intervention was immediate and substantial. The study indicated a 22% productivity gain through mainly improved work distribution and improved use of manpower. Secondly, the practice of operator rotation across lines as well as small low-cost automation measures helped in significant elimination of fatigue from the workforce.

The real-time dashboards gave an immediate view of production capacity by area, enabling the planning department to generate schedules and resource plans based on demand. The graphical tools enabled the client to make informed decisions about future expansion and process improvement projects.
Additional enhancements were proposed using Kaizen-based continuous improvement tools to focus on incremental workflow, ergonomics, and layout enhancement.

Streamlining Operations and Resource Utilization in Automotive Component Manufacturing Industry

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Critical Outcomes

• Productivity Enhancement: 22% through work distribution optimization and time standardization.

• Fatigue Reduction: Attained through operator rotation and ergonomic enhancements.

• Low-Cost Automation: Implemented at specified workstations for enhanced consistency and speed.

• Dynamic Dashboards: Created for demand-based production planning and capacity planning.

• Resource Optimization: Exact manpower requirement estimates and capacity planning.

• Kaizen Suggestions: Suggested for future workflow improvement and operational excellence

Conclusion

This case study demonstrates how a carefully designed and professionally implemented intervention through PMTS and work breakdown analysis can drive high-level operational performance within a high-complexity manufacturing setup. By synchronizing manpower, process, and planning software with real-time intelligence, the client not only optimized its existing operations but also set the stage for sustainable growth. The partnership approach between PMI and the client is a model for data-driven transformation in the business of automotive component manufacturing.

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