RANE BRAKES LINING LIMITED

Rane Brake Lining Ltd.,

INTRODUCTION Established in 1964 Application in every segment of the automobile industry Market leader in India Exporting to more than 15 countries

The complete spectrum of products from RBL are manufactured in 3 plants located at Chennai, Hyderabad and Puducherry

PRODUCTS
Brake Linings

Disc Pads

Composite Brake Blocks for Railways High Friction (K) Blocks

Low Friction (L) Blocks

Clutch Facings
Moulded Chord Woven

Commercial Vehicle Brake Pads

Sintered Brake Pads

Major Competitors
Sundaram Brake Lining Sona Koyo Hindustan Composites and Allied Nippon Brakes India Kalyani Brakes

Automotive Axles

Manufacturing Process

Before Implementing TQM Low levels of growth Low levels of new product introduction and manufacturing innovation. Only producing parts of specification Quality was ensured by inspection All key decisions being made by top management Focus on adhering to the rules of operation rather than solving customer problems Contacts with suppliers were managed by sales managers who were the only conduit between the company and its customers Defect rates were high Lead times to solve customer problems were long High level of plant rejections and customer returns. Statistical tools were used occasionally No systematic initiative for improvements Review and analysis were not carried out No structured training programme for operators. Total employee involvement did not exist There was a distinct lack of awareness of the customer needs.

Criteria for Implementing TQM

1. Develop a business model to generate business for long period through Uniqueness in products & technology and Uniqueness in achieving certain excellence, 2. Reduce technological dependence on another company, 3. Create new market(s) or achieve drastic expansion of existing market, 4. Unique and enhanced utilization of manpower/human resources that drives a company to supply excellent people/manpower.

Process established
Customer Satisfaction Defining the role of all the workers (role clarity) Development of new product development (NPD) system

Setting up the review mechanism

Process for strategy and strategy implementation Improvements in human resource practices Practice PDCA (plan, do, check, act) in all activities, systems, and processes.

Executing TQM
Policy Deployment and Daily Routine Management (DRM) Each manager was required to define his role, his metrics, his measurement of performance to date and the steps being taken to improve performance Focus on competency Systematic analysis of the problem, steps taken to resolve it, impact of the steps and learning from each observation.

Techniques used in TQM

5S seiri seiton seiso seiketsu soitsuke

Kaizen Poka-yoke Kanban Standard Operating Procedures (SOPs)

After Implementing TQM

IN PROCESS
Continual improvement potential Customer line rejections dropped Plant in process rejections decreased Number of employee suggestions increased speed of response to engineering specification, customer requests etc. Decreased error rate Increased the acceptance rate

Q-Quality Customer Return Global Majors Expectations

50 ppm

Target Post TQM

100 ppm

Pre TQM
2000 ppm

1.0

Monthly Compliance
E - Nagare
D - Delivery

0.85

Daily JIT
0.70

C Cost Index

IN Departments Employees had role clarity Small improvements were permitted but large changes required top management intervention. Customer contacts are viewed as opportunities and closeness with customers is encouraged Employees are regarded as key resources with large investments in human capital Investment in employees Focus on relationship quality Sales per employee went up

Quality Performance

Delivery Performance

Results
Deming award in 2003,

Managerial Excellence award in 2004

Accredited with Certificates ISO 9001:2000 in March 2004 TS 16949 ISO 14001:2000 in Feb. 2003

Future Plans
To become global player To PDCA through new methodologies To develop new sustainable uniqueness