1.0 COMPANY PROFILE
1.1.1 HISTORY OF COMPANY

CIE Automotive India Limited (Bill Forge Division) Formerly known as Bill Forge Private
Limited started by Mr. Anil Haridas was an unlisted private company incorporated on 23December 1985 to supply automobile manufacturers
Bill Forge Private Limited was acquired by Mahindra CIE Automotive Limited in 2016, andnow it is part Mahindra CIE Automotive Limited
Mahindra CIE Automotive is a Joint venture of Mahindra & Mahindra Indian BasedCompany and CIE Automotive a Spain Based Company, Our Parent company is CIE
Automotive Spain.

1.1.2 COMPANY PRESENCEBill Forge Division Plant-1 is mother plant of Bill Forge Group located in Bommasandra
Industrial Area, of Indian Karnataka State, Facilities include Cold Forging Presses, CNCmachines, Centerless grinding Machine, Heat Treatment Furnaces, 90% Business is from 2wheeler automotive OEMs, Plant-1 Started TPM Journey in 2018 and is ready to apply forthe prestigious JIPM TPM excellence Category-A Award

Bill Forge Plant-1
Plant Started: 1985
Employees :325
Plot Area: 2 Acers
Operating Shifts: 3 Shifts
Bill ForgeTotal Participation towards Manufacturing excellence

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1.1.3 PRODUCT RANGETRIPOD HOUSINGWHEEL HUB FLANGESARRESTERSPIDER CROSSSUSPENSION ARMSTEERING COLUMN YOKE &TUBE YOKE

FEMALE TRIPOD FLANGE
HOUSINGPINION SHAFTCOMMON RAIL

INPUT SHAFTCOLD FORGED PRODUCTS

VALVE SPRING RETAINERSSPARK PLUG
HOUSING

AXLE SHAFTSTEERING RACES

Above cold forged parts are manufactured in plant-1 where TPM is being practiced

Bill Forge

Total Participation towards Manufacturing excellence

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TPM ORGANIZATION STRUCTURE

CorporateSteeringCommittee

Steering Committee
Mr. K Hari (CEO)Mr. Srithar S ( COO)
Mr. Satya Patel ( Sr. GM Finance)

TPM Pillar
Committee

Plant TPM
Steering
Committee

TPM Chairman
Mr. Sunny C J
Plant head

KK Leader
Pradeep R

TPM Coordinator
Mr. Ajit N N

JH Leader
Muthuswamy A

Stores

Accounts

HR & Admin

VendorDevelopment

Safety Health andEnvironment

New ProductDevelopment

Maintenance

Quality Assurance

Production

Departmental TPM
Promotional
Committee

PM Leader
Ravikumar S
QM LeaderGnanpragasam C
DM Leader
Gowtham M P

TPM Circles

OTPM Leader
Ajit N

Production Shops – Forging, Machining, Heat Treatment

ET Leader
Manjanna B V

35 TPM Circles

SHE Leader
Mahesh K B

Our TPM promotional organization structure/ Covering from top management to TPM circles

Bill Forge

Total Participation towards Manufacturing excellence

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1.1.4 OUR CUSTOMERSBill Forge Division customers include all Major Automobile manufacturers and Tier-1
Companies. We have also started including Electric Vehicles Manufacturers

We have good generation of revenue bothfrom 2-wheeler and 4-wheeler market
covering all OEMs and Tier-1 Companies

Bill Forge

Total Participation towards Manufacturing excellence

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1.1.5 PROCESS TECHNOLOGYBill Forge Division plant-1 is having Forging, Machining and Heat Treatment facilities

1.1.6 PROCESS FLOW

Bill Forge Division plant-1 general process flow covering the outsourced process andinhouse process

Bill Forge

Total Participation towards Manufacturing excellence

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1.2.1 ORGANIZATION STRUCTURE

CIE BOARDCEOCEOCEOCEOCEO

Composites

Foundry

Forgings

Gears

Stampings

COO

Head SPG

HR HeadPlant Head

Plant Head

Plant Head

Plant Head

Plant Head

(GM)

(Plant-1)(Plant-2)(Plant-3)(Plant-4)(Plant-5)

IT HeadFinance

Purchase HeadBusiness Dev. Head(Sr. GM)(GM)(Senior GM)

2 .MILESTONE ON THE JOURNEY OF MANUFACTURING EXCELLENCE
2.1.1 NEED FOR TPM
External Factors

Internal Factors

 Growing CustomerExpectation
 Year on Year PriceReduction
 Alternate choices forcustomers
 NPD lead time reduction
 Competition
 Domestic Global Cost Increase in Variable cost
 Increase in Manpower cost
 Demand Fluctuating Marketdemand Increased variety ofProducts
 Strict Norms inEnvironment control Rapid entry of newproducts

 Machines Old & Less Reliable
 High Breakdown High maintenance cost Manually operated
 Operatives
 Low skill level
Lack of Multi skill
 Traditional mind set
 Quality High rejection
 High rework
 Customer complaints
 Manufacturing
 Increase in no. of setups
 Low Operationalefficiency
 High Losses
 Cost High Inventory High Power cos

Need
SystematicApproach

BIRTH OF TPM

We considered the internal and external factors and understood TPM is the best tool toadopt
for systematic growth and sustain
Bill Forge

Total Participation towards Manufacturing excellence

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2.1.2 OTHER CRITICAL FACTORS••••••••••••••••••••••••••

Bill ForgeKK Pillar
Low OEE of 62%
Low Production per man 15800 parts per man
High conversion cost 22.81 % of sales
High raw material yield 15.09 % of sales
JH Pillar
Poor basic condition of machines
Frequent minor stoppage (1344 occurrences / month)
Mind-set of operator – I operate You Maintain
High coolant consumption 800 liters/Month
PM Pillar
High breakdown occurence-110 Occurrence/Month
High MTTR 6.15 Hours/MachineHigh repair and maintenance cost – 12.14 Lakhs/Month
QM PillarHigh customer complaints 8 Nos / YearHigh In-house rejection of 1.38%
High supplier Rejections 3.83%
High Cost of poor quality – 0.97 % of sales
DM Pillar
High lead time for new product development
High rejection in new product development
E&T Pillar
Breakdown due to inadequate skill was high as 40 Nos / Month
Defects due to inadequate skill was 0.12% Per Month
Accident due to lack of skill 4 Occurrence/YearOTPM Pillar
High management Loss of 1500 Hours /Month
High WIP inventory of 60 days
SHE Pillar
Minor accidents – 6 Occurrences/YearHigh hazardous waste generation 3000Kgs/Month
Poor industrial hygiene
Unsafe working environment

Total Participation towards Manufacturing excellence

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2.1.3 OUR TPM JOURNEY

TPM
DECLARATION
2018 Q1

STRONG COMMITMENT
AWARD-2019

TPM KICK OFF
2018 Q2HEALTH CHECK UPDECEMBER-2022

TPM EXCELLENCE
CATEGORY-A AWARDTECH CENTER SETUP

3. BENEFITS ACHIEVED

3.1 TANGIBLE BUSINESS GROWTH
Area

BUSINESS

Sl. No. Parameters
1Sales2Conversion
CostUOM

BetterBM(2018)

TargetActual(2023)

Millions INR/Year2098

1743

1547

% ofsale/Month22.8120.3

20.29

Sales target is revised considering the customer projection, Conversion cost is reduced by8%

Bill Forge

Total Participation towards Manufacturing excellence

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3.2.1 INTANGIBLE BENEFITS
ENHANCEMENT SEEN IN :

Employees morale due to clean, safe & pleasant work environment
Sense of pride in employees about the company.
Enhanced operator capability by grasping Knowledge and Experience throughsharing
Increased involvement and enthusiasm of Workforce

INCREASE IN AWARENESS IN :

Better understanding of equipment performance
Better understanding of Equipment criticality to take focused Improvement
efforts & achieve benefits
Shift in approach towards Root cause Analysis to eliminate the Problems.
Enhanced operator capability by grasping Knowledge and Experience throughsharing.

3.2.2 EMPLOYEE INVOLVEMENT
Glimpses of TPM promotional activities shown below

Best 5S Zone Competition
Monthly

Won Second Prize in Kaizen
Competition by ACMA

Bill Forge

Best Kaizen Competition
Fortnightly

Safety day competitions
YearlyWinner in TPM Circle Zonal level
Competition by CIIWon Second Prize in Kaizen
Competition by ACMATotal Participation towards Manufacturing excellence

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4.0 KEY OF OUR MANUFACTURINNG EXCELLENCE

Implementing innovative/break through kaizens across workplace to achieve zerolosses
Up keeping the momentum of all our employees by maintaining the positive workculture
Develop subject matter experts from the shop floor for JH and PM topics
Increased involvement and enthusiasm of Workforce

5. ACHIEVEMENT RECORDS

Bill Forge

Total Participation towards Manufacturing excellence

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