Company / Factory Profile:
1. Company Name:

Amara Raja Energy & Mobility Limited.
Industrial strategic Business unit (ISBU).

2. Company:

3. Company Photos showing features of the plant:``

Grid Casting

Oxide Preparation

Pasting

AssemblyFormation

Finishing

4. Company Profile:
Amara Raja group founded by chairman Dr. Ramachandra N Galla in the year 1984.
The Amara Raja Group is one of the fastest growing conglomerates in India with a revenue ofUSD 1.2 Billion through highly engaged customers across the globe. Through our engaged
employees, empowered teams and collaborative leadership, we are in a constant endeavor ofmaking things better for the Environment, Society, Customers, Suppliers, Employees andShareholders.
The company began in Karakambadi Village and later expanded in Nunegundla palli
Village and other locations in Chittoor district, Andhra Pradesh state has today anchored by aworkforce of 16,118+ people working for 7 companies (in Chittoor District) encompassing 16
businesses. Over the years, Amara Raja has versified from its core offering Batteries into
Power systems, Mangal Industries Ltd, Galla foods, Electronics, Infrastructure, Health careand hospitality.
Amara Raja Energy & Mobility Limited (ARE&ML) is the first company in India tomanufacture Maintenance Free Valve Regulated Lead Acid (MF-VRLA) Batteries. Ourproduct range is from 40 Ah to 6000 Ah (Ampere hour) to meet the power requirements ofvariety of various industrial customers. Under automotive strategic business unit 25AH to200AH in four-wheeler batteries segment and 2.5AH to 18AH in two-wheeler batteries
segment are manufactured.
The company also provides technical and After-Sales service to meet diverse customer needs
through its network of Regional / Branch offices spread across the country. Today Amara Raja
Energy & Mobility Ltd. is one among the world class battery manufacturers.
Amara Raja Energy & Mobility Ltd (ARE&ML) has two Strategic Business Units (SBUs).
Automotive Strategic Business Unit (ASBU) deals with the requirement of batteries in theautomotive segment.
`Industrial Strategic Business Unit (ISBU) caters to the needs of Industrial batteries which will
supply batteries to railways, telecommunication and defense sectors.
Industrial Strategic business unit (ISBU) is our flagship company which generates 33% ofgroup revenue and also which is having 18% of group employees.
ASBU is well known for its automotive battery brand "AMARON" which is India’s second
largest selling automotive battery brand.
ISBU is well known for its inverter battery brand “QUANTA” and “POWER ZONE” and weare pioneer in India to manufacture batteries with AGM technology.
The portfolio of ASBU includes.
 4 Wheeler batteries
 3 Wheeler batteries
 2 Wheeler batteries.
The portfolio of ISBU includes.
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UPS batteries
Telecom batteries
Solar batteries.
Motive batteries
Railways batteries
Defense applications
Amara Raja Energy & Mobility Limited (ARE&ML) is the first company tomanufacture Valve Regulated Lead-Acid (VRLA) batteries in India. They areengineered to provide the performance reliability and consistency over the life of theproduct and they offer a long battery life with minimal maintenance. The VRLA
products fit virtually anywhere and provide superior performance in the most demanding
applications.
Amara Raja Industrial Batteries are built to the highest competence in its class. They are
fail-safe and fool-proof battery technology manufactured at our premium manufacturing
facility. The epitome of quality. an ISO:9001 certified ARE&ML manufacturing plant
render batteries with Higher cyclic life, Superior discharge performance, Lower selfdischarge rates, Explosion resistant, Factory charged and Eco-friendly batteries with afloating life of 10 plus years making ARE&ML, among the most preferred battery
manufacturing company in over 32 countries across the globe.

The production Unit comprises
 Oxide Manufacturing
 Grid Casting Strip Casting`


Paste mixing, Pasting on grid and Plate curing
AssemblyFormation
Finishing
Dispatch

5. Mile stone on the journey of manufacturing excellence
Reasons for adopting TPM as company policy
In ISBU relentless journey towards excellence, our continuous focus is to improve both
our products and processes. We aim to achieve this through fostering a culture thatengages our employees in continuous improvement activities. TPM provides us with an
ideal platform to engage and empower our employees in our journey towards excellence.
By Implementing TPM, ISBU wants to improve business results and foster safe, pleasantand productive workplaces by optimizing the relationships between the people whowork there and the Equipments /systems they rely on by taking a closer look at the plants,
machinery, systems and resources, assess their level of efficiency, and identifies
opportunities for improvement.
For us, it is about a powerful structural approach to create a work culture that promotes
excellence powered by Innovation. Through TPM, ISBU wishes to achieve results,
particularly in boosting productivity, trimming costs, reducing equipment breakdowns& stoppages, lessening quality defects, shrinking inventory, and promoting employee
involvement. While it seeks to empower the employees, it also wants the systems tobecome more reliable and flexible. Also, to visibly transform the workplace, and raise
the level of knowledge and skill of the workforce.
 Staffing structure
S. NoPlant

M GradeS GradeWorkmenTotal

1

LVRLA

32

61

1071

1164

2

MVRLA

2864797889

Items Introduced Since Commencing the TPM Journey Amara Raja decided to Implement TPM in Industrial strategic business unit in Jan’2018
 Steering committee formed in Jan’2018.
 5S & Basic TPM training for all staff.
 Workshop for pillar committee members.
 Formed TPM circles and nominated circle facilitators.
 Selected 8 Manager Model Equipments (MME)and formed the teams across ISBU.
` Formed the factory TPM targets and TPM Policy.
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Managers carried out the TPM activities in Manager Model Machines.
ISBU kicked off TPM on 15th of Oct’2018.
Implemented 5S in all areas.
Activated Autonomous Maintenance (AM) and SHE pillar activities in Oct’2018.
Activated Planned Maintenance (PM) in Jan’2019.
Activated Focused Improvement (FI) and Quality Maintenance (QM) pillars in Feb’19.
Identified and activated Focused Improvement (FI) Projects.
Activated Education & Training (E&T) and Office TPM(OTPM) pillar activities inOct’2019.
Activated Development Management (DM) Pillar in Jan’2020.
4-day workshop conducted for TPM Facilitators by consultants.
implemented Autonomous Maintenance (AM) Pillar activities step by Step.
Introduced Daily AM time in plants.
Quarterly TPM Steering Committee meetings conducted.
Implemented management Audits for Pillar Steps.
Conducting weekly circle meetings and carrying out review of Circle PQCDSM targets.
Conducted workshop on TPM tools usage like Why-Why analysis, Elimination,combine, rearrange and Simplification (ECRS), Why-Why Because Logic Analysis(WWBLA), Physical Phenomenon-Mechanism (P-M) Analysis, Process point analysis(PPA), Makigami analysis etc.
Promoted monthly Kaizen Competitions.
OPL, Poster, Slogan & Schematic diagram Competitions conducted.
Promoted monthly Rewards and Recognition Program.
Monthly 5S Audits and Best 5S section Competition.
Inclusion of TPM related objectives in Performance Evaluation.
Introduced 5S Gallery and well established TPM Gallery.
Introduced JH step4 Technical Training Centre.
Introduced Safety Corner.

6. Benefits Achieved
Tangible Business Results Achieved
Following Are some of the benefits achieved through TPM
 OEE improved from 71.1to 82.1% in LVRLA Plant and 68.6 to 83.8 % in MVRLAPlant.
 Manpower productivity improved from 60400 to 104195 Ampere Hours / Employee in
LVRLA and 114000 to 161610 Ampere Hours / Employee in MVRLA plant Yield improved from 93.5 to 96.1 in LVRLA Plant and 95.25 to 97.25 in MVRLA plant Manufacturing cost reduced from 8.81 to 7.95 INR/Ampere Hour in LVRLA Plant and8.14 to 7.0 INR/Ampere Hour in MVRLA Plant.
 Customer complaints eliminated from 2 in LVRLA Plant and from 30 in MVRLA Plant.
` In process scrap reduced from 0.8 to 0.22% in LVRLA Plant and 2.15 to 1.06% in
MVRLA Plant.
 Scrap (Reject) and rework reduced from 1.53% to 0.46% in LVRLA Plant and 4.27%
to 1.21% in MVRLA Plant.
 Incoming material complaints eliminated from 17 per annum in LVRLA Plant and from38 per annum in MVRLA Plant.
 Savings against material procurement cost is 0.24 INR/ Ampere Hour in LVRLA Plant
and 0.24 INR/ Ampere Hour in MVRLA Plant.
 Workplace became Safer and number of accidents eliminated from 7 in LVRLA Plant
and from 5 in MVRLA Plant.
 Delivery performance increased from 77% to 99.5% in LVRLA Plant and 90.6% to100% in MVRLA Plant.
 Total number of breakdowns per machine reduced from 75 to 3 in LVRLA Plant and112 to 3 in MVRLA Plant.
 561 Kaizens and 11902 OPLs implemented in LVRLA Plant & 738 Kaizens and 6206
OPLs implemented in MVRLA Plant
Intangible Improvements
 Significant cultural change in the organization and improved morale of the employees.
 Improved health of the equipments by improving operator skills. White to Red tag ratio
Improved.
 Considerable reduction in the cleaning time in plants, visualized clean plants, highly
satisfied customers during their visits.
 Usage of root cause analysis tools and kaizen culture among employees.
 Participation of Employees in Circle meetings, Kaizens and creation of OPLs increased
tremendously.
 Ergonomics Improved.
 Motivational levels improved Presentation and communication skills improved Amara Raja Energy & Mobility Ltd. has bagged the Gold at the CII-SR EHS
Excellence Awards 2021, in recognition of the company’s adherence to the moststringent environment, health & safety (EHS) practices
 MVRLA Plant got 5S model Plant Award in 2018 from ABK-AOTS DOSOKAI.
 LVRLA Plant got 5S Sustenance Level – 2 from in 2019 ABK-AOTS DOSOKAI

7. Key of our manufacturing Excellence`The management is convinced of the productivity improvements and overall organizational
effectiveness that TPM can bring and has selected TPM as a business excellence model toachieve our Vision i.e. Through the Amara Raja Way and through enduring progressive
partnerships we will be a Global Leader in Batteries and Battery Technologies and a dominant
player in the Indian Ocean Rim. Policy deployment, the Pillar and circle targets are being partof performance evaluation system.
Key Items for Manufacturing Excellence in Future Sustaining the Circle Activities and continually improve.
 Completion of Autonomous Maintenance Step-5, 6, 7.
 Spread TPM activities in supply chain and sales & marketing areas.
 Spread the TPM activities in other ARE&ML units and other group companies.
 Further improve projects in Focused improvement.
 Further improve cycle times in plants.
 Focus on energy consumption reduction.
 Horizontal replication of Kaizens in other ARE&ML units and multiply the savings.
 Improve number of Kaizen to 2 Nos/ Employee.
 Focus on cost Trend.
 New supply chain initiatives.
 More focus on safety.
 New technology and innovation acceleration.
 Instilling culture of continuous improvement.
 Improved version of SAP - S4 HANA for TPM data capturing and analysis.
 Implementing inventory management.
 Focus on breakdown reduction.
 More focus on Global competition.

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2023 TPM Award -Achievement Sheet
Company

Amara Raja Energy & Mobility Limited

Plant nameIdustrial Strategic Business Unit (ISBU)
Marching Towards Excellence

TPM Slogan/Objectives
Year when TPM activity

2018-19

started2018-19

Year of benchmarking

Kick off/TPM
CategoryIndex(Calculation Formula)

UnitStarted (or last

Actual Status

Actual Status

time awarded)

2022

2023

2018-19
Number of work-relatedCases/ year

710Cases/ year

500

accidents not requiring days off Cases/ year

2003

1060400

94312

104195114000159000161610

%

71.1

81.7

82.1

%

68.58

82.3

83.8

Availability - LVRLA

%

77.76

86.4

86.6

Availability - MVRLA

%

70.19

84.05

85.46

Performance Rate - LVRLA

%

92.3

95.2

95.4

Performance Rate - MVRLA%

98.63

98.92

98.98

accidents requiring days offSwork - LVRLA
Number of work-related
accidents requiring days off
work - MVRLA
Number of work-related

Swork - LVRLA
Number of work-related
accidents not requiring days off Cases/ year
work - MVRLA
Productivity for main products - Ampere Hours /P

LVRLA

Employee

Productivity for main products - Ampere Hours /MVRLA

EmployeeOEE(or Overall Plant Efficiency) P

LVRLA
OEE
(or Overall Plant Efficiency) MVRLA

PPP

Quality Products Rate - LVRLA %

99.1

99.3

99.4

Quality Products Rate - MVRLA %

98.96

98.99

99.01

Breakdowns/ Machine

75203

Number of breakdowns P

LVRLA
Number of breakdowns -Breakdowns/ Machine

112173

MTBF - LVRLA

Days

4.81315

MTBF - MVRLA

Days

3.22

1216

MTTR - LVRLA

Hour

0.64

0.62

0.6

MTTR - MVRLA

Hour

0.95

0.85

0.8

Number/year

210

Number/year

30

20%

0.8

0.24

0.22%

2.15

1.13

1.06%

1.53

0.47

0.46%

4.27

1.25

1.21

INR / AH

8.81

8.19

7.95

INR / AH

8.14

7.05

711.4

9.7

9.3

MVRLA
PP

Number of customer complaints
Q- LVRLA
Number of customer complaints- MVRLAIn-line defect rate, scrap -Q

LVRLA
In-line defect rate, scrap MVRLA
In-line defect rate, scrap andQ

rework - LVRLA
In-line defect rate, scrap andrework - MVRLA
Cost index (Manufacturing CostC) - LVRLA
Cost index (Manufacturing Cost) - MVRLA

DD

Production Lead time - LVRLA Days
Production Lead time - MVRLA Days

15

9.9

9.4

Delivery performance - LVRLA %7798.5

99.5

Delivery performance - MVRLA %

90.6

96100

1.45

0.41

01.32

00

Number/year

12482

12894

13089

Number/year

7549

7790

7989

Accidents perSafety index - LVRLA

1,000,000 operator
hours

S

Accidents per
Safety index - MVRLA

1,000,000 operator
hours

Number of Employee
M

Suggestions - LVRLA
Number of Employee
Suggestions - MVRLA