Company / Factory Profile:
1. Company Name:

Amara Raja Energy & Mobility Limited.
Automotive strategic Business unit (ASBU).

2. Company:

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

Grid Casting

Strip Casting

Pasting

Oxide Preparation

AssemblyFormation

Finishing

Dispatch

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, Chittoor district, Andhra Pradesh state
has today anchored by a workforce of 16,118+ people working for 7 companies (in ChittoorDistrict) encompassing 16 businesses. Over the years, Amara Raja has diversified from its coreoffering Batteries into Power systems, Mangal Industries Ltd, Galla foods, Electronics,
Infrastructure, Health care and 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 Limited (ARE&ML) has two Strategic Business Units(SBUs).
Industrial Strategic Business Unit (ISBU) caters to the needs of Industrial batteries which will
supply batteries to railways, telecommunication and defense sectors.
Automotive Strategic Business Unit (ASBU) deals with the requirement of batteries in theautomotive segment.
Automotive Strategic business unit (ASBU) is our flagship company which generates 36% ofgroup revenue and also which is having 20% of group employees.
ASBU is well known for its automotive battery brand "AMARON" which is India’s second
largest selling automotive battery brand.
The portfolio of ASBU includes.
 4 Wheeler batteries
 3 Wheeler batteries
 2 Wheeler batteries.

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The production Unit comprises
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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 ASBU 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, ASBU wants to improve business results and foster safe,
pleasant and productive workplaces by optimizing the relationships between the people
who work there and the Equipments /systems they rely on by taking a closer look at theplants, 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, ASBU 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

ABD145731065

1183

2

SBD137721300

1409

TPM journey after receiving JIPM TPM Excellence Award` Amara Raja Energy & Mobility Limited decided to Implement TPM Consistency award
requirements in Automotive strategic business unit in Jan’2020.
 Restructuring of TPM promotion organization done in Jan’2020.
 Refresh training on TPM awareness and TPM tools given in Jan’2020.
 Setting of basic TPM principles & Targets for Consistency Award Restructuring of TPM circles and nominated circle facilitators.
 Preparation of master plan for implementing TPM for meeting the Consistency
requirements
 Deepening and widening of Kobetsu Kaizen pillar activities to meet the JIPM TPM
Consistency award requirements
 Deepening and widening of Jishu Hozen pillar activities to meet the JIPM TPM
Consistency award requirements
 Deepening and widening of Planned maintenance pillar activities to meet the JIPM
TPM Consistency award requirements
 Deepening and widening of Quality maintenance pillar activities to meet the JIPM TPM
Consistency award requirements
 Deepening and widening of Development Management pillar activities to meet theJIPM TPM Consistency award requirements
 Deepening and widening of Education & Training pillar activities to meet the JIPM
TPM Consistency award requirements
 Deepening and widening of Office TPM pillar activities to meet the JIPM TPM
Consistency award requirements
 Deepening and widening of Safety, Health & Environment pillar activities to meet theJIPM TPM Consistency award requirements
 Establishment of Tool Management Pillar done in Oct’2020.
 4-day workshop conducted for TPM Facilitators by consultants.
 Quarterly TPM Steering Committee meetings conducted.
 Implemented management Audits for Pillar Steps.
 Conducting fortnightly 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.
 Upgraded JH step4 Technical Training Centre.
 Introduced Safety Corner.
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6. Benefits Achieved
Tangible Business Results Achieved
Following Are some of the benefits achieved through TPM
 OEE improved from 84.4% to 89.4% in 4W Plant and 85.5% to 88.60% in 2W Plant.
 Manpower productivity improved from 775 to 903 batteries / Employee in 4W Plant
and from 978 to 1324 batteries / Employee in 2W Plant.
 Yield improved from 98.6 to 99.4% in 4W Plant and 94.5 to 95.8% in 2W Plant
 Manufacturing cost reduced from 1966 to 1708 INR / Battery in 4W Plant and 430 to375 INR / Battery in 2W Plant.
 Customer complaints reduced from 8 to 0 in 4W Plant zero is sustained in 2W Plant.
 In process scrap reduced from 0.70% to 0.51% in 4W Plant and 0.92 to 0.60% in 2WPlant.
 Scrap (Reject) and rework reduced from 0.84% to 0.64% in 4W Plant and 1.92 to 0.87%
in 2W Plant.
 Incoming material complaints reduced from 13 to 0 per annum in 4W Plant andsustained zero in 2W Plant.
 Savings against material procurement cost is 20 INR/ Battery in 4W Plant and 86 INR/
Battery in 2W Plant.
 Workplace became Safer and number of accidents eliminated from 3(First Aid cases)
in 4W Plant and from 2 (First Aid case) in 2W Plant.
 Delivery performance improved from 99.5% to 100% in 4W Plant and improved from
95% to 99% in 2W Plant
 Total number of breakdowns per machine per annum reduced from 13 to 7 in 4W Plant
and 17 to 8 in 2W Plant.
 2714 Kaizens implemented, 8175 OPLs implemented
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
 ASBU Won 5S Model Plant award received from ABK-AOTS in 2016` Amara Raja Energy & Mobility Ltd. has bagged the Gold at the CII-SR EHS ExcellenceAwards 2021, in recognition of the company’s adherence to the most stringentenvironment, health & safety (EHS) practices
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 of “We will continually redefine business to Deliver High Social Impact,
by Anticipating Future Trends, Building Preferred Brands and Leveraging Talent &Technology”. Policy deployment. The Pillar and circle targets are being part of performance
evaluation system.
Key Items for Manufacturing Excellence in Future Sustaining the Circle Activities and continually improve.
 Completion of Autonomous Maintenance Step-5 and 50% completion of step 6 andinitiation of step 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 safety focus.
 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 elimination.
 More focus on Global competition.

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2023 TPM Award -Achievement Sheet
Company

Amara Raja Energy & Mobility Limited

Plant nameAutomotive Strategic Business Unit (ASBU)
Marching Towards Consistency

TPM Slogan/Objectives
Year when TPM activity

2014-15

started2019-20

Year of benchmarking

Kick off/TPM
CategoryIndex(Calculation Formula)

Unit

Started (or last

Actual Status

Actual Status

time awarded)2022

YTD 2023

2019-20
Number of work-relatedCases/ year

200

Cases/ year

600accidents not requiring days off Cases/ year

1300

10

Parts/Operator hours

775

880

903

Parts/Operator hours

9781317

1324

%

84.4

89.3

89.4%

85.5

88.2

88.6

Availability - 4W

%

88.8

9292

Availability - 2W%

87.9

90.1

90.25

Performance Rate - 4W

%

95.3

98.27

98.27

Performance Rate - 2W%

98.26

98.61

98.78

Quality Products Rate - 4W%

99.79999

Quality Products Rate - 2W%

99.21

99.36

99.4

Number of breakdowns - 4W

Breakdowns/ Machine

1322

Number of breakdowns - 2W

Breakdowns/ Machine

1733

MTBF - 4W

Days

282930

MTBF - 2W

Days

212324

MTTR - 4W

Hour

0.53

0.52

0.50

MTTR - 2W

Hour

accidents requiring days off
Swork - 4W
Number of work-related
accidents requiring days off
work - 2W
Number of work-related

S

work - 4W
Number of work-related
accidents not requiring days off Cases/ year
work - 2W
Productivity for main products -P4W
Productivity for main products 2WOEE(or Overall Plant Efficiency) -P4W
OEE
(or Overall Plant Efficiency) 2W

PPPPPP

0.5

0.48

0.46

Number/year

800

Number/year000

In-line defect rate( scrap ) - 4W %

0.7

0.48

0.48

In-line defect rate( scrap ) - 2W %

0.92

0.64

0.6%

0.84

0.6

0.64%

1.92

1.04

0.87

INR / Battery

1966

1770

1708

INR / Battery

430

385

375

Production Lead time - 4W

Days

129.5

9.5

Production Lead time - 2W

Days

161313

Delivery performance - 4W%99.599.5

100

Delivery performance - 2W%

95

98

990.64

00

1.75

00

Number/year

11500

11673

11895

Number/year

20192

21018

21496

Number of customer complaints
Q- 4W
Number of customer complaints- 2W

Q

In-line defect rate, (rework ) Q

4W
In-line defect rate, (rework ) 4W
Cost index (Manufacturing costC)- 4W
Cost index (Manufacturing cost)- 2W

DD

Accidents per
Safety index - 4W

1,000,000 operator
hours

S

Accidents per
Safety index - 2W

1,000,000 operator
hours

Number of Employee
M

Suggestions - 4W
Number of Employee
Suggestions - 2W