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TRANSCRIPT
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Ensuing Food Safety & Nutrition– A Journey towards Food Safety Excellence
The Akshaya Patra Foundation, Bangalore, India
By: Muralidhar Pundla2nd Dec 2015
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The Akshaya Patra Foundation
The Akshaya Patra Foundation is a not-for-profit organization headquartered in Bengaluru, India. Akshaya Patra is an implementation partner for the Govt of
India for their flagship MDM program.
Akshaya Patra reaches out to 1,429,878 children in 24 locations across 10 states
of India, providing them with freshly cooked meal on all school days. Currently, we implement the mid-day meal programe in 10,845 schools of the country, with
plans to increase that number to hundreds more.
http://www.akshayapatra.org/about-us
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The Akshaya Patra Foundation
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The Akshaya Patra Foundation
State / Location Number of Children Number of Schools Type of KitchenAndhra Pradesh 21,333 82Vishakhapatnam 21,333 82 Centralised KitchenAssam 53,649 592Guwahati (ISO) 53,649 592 Centralised KitchenChhattisgarh 23,674 160Bhilai (ISO) 23,674 160 Centralised KitchenGujarat 400,158 1,653Ahmedabad (ISO) 121,508 666 Centralised KitchenVadodara (ISO) 113,593 616 Centralised KitchenSurat(ISO) 165,057 371 Centralised KitchenKarnataka 463,682 2,629Bengaluru - HK Hill (ISO) 85,204 487 Centralised KitchenBengaluru -Vasanthapura (ISO)
99,326 568 Centralised Kitchen
Ballari (ISO) 115,945 575 Centralised KitchenHubballi (ISO) 126,693 789 Centralised KitchenMangaluru 22,679 147 Centralised KitchenMysuru 13,835 63 Centralised KitchenOdisha 125,242 1,461Cuttack 4,000 28 Centralised KitchenPuri 55,835 648 Centralised Kitchen
Nayagarh 24,580 352 Decentralised Kitchens
Rourkela 40,827 433 Centralised KitchenRajasthan 135,910 1,830Jaipur (ISO) 92,763 1,081 Centralised KitchenJodhpur 6,417 148 Centralised KitchenNathdwara (ISO) 25,274 435 Centralised KitchenBaran 11,456 166 Decentralised Kitchens
Tamil Nadu 718 1Chennai 718 1 Centralised KitchenTelangana 54,849 454Hyderabad 54,849 454 Centralised KitchenUttar Pradesh 150,663 1,983Lucknow 11,401 109 Centralised KitchenVrindavan (ISO) 139,262 1,874 Centralized Kitchen
TOTAL 1,429,878 10,845
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Vision
“No child in India
shall be deprived of education Because of
Hunger”
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Mission
“Reach out to 5 million children
by 2020”
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Board
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Ensuing Food Safety & Nutrition– A Journey towards Food Safety Excellence
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Ensuring Food Safety & Nutrition
– The Akshaya Patra Way
Food Safety
Excellence
People
Processes
Technology & Innovation
Org Wide C I Programs
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People
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Ensuring Food Safety & Nutrition
- PEOPLE
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Ensuring Food Safety & Nutrition
- PEOPLE
5500+ employees
30+ Policies
50+ HrsTraining / Year
ForWorking Level
employees
Monthly Newsletters
100+ GBsQuarterly Town Halls
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Ensuring Food Safety & Nutrition
- PEOPLE
QuarterlyKaizen Thunder
Awards
Trainings fromIndustry Experts
Lean Six Sigma Rewards
5% Savings to the Team
Medical Insurance
to family including Parents
Annual Day Functions Sunman
Awards
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Ensuring Food Safety & Nutrition
- PEOPLE
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Ensuring Food Safety & Nutrition
- PEOPLE
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Ensuring Food Safety & Nutrition
- PEOPLE
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Processes/ Systems
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Ensuring Food Safety & Nutrition
- PROCESSES
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Ensuring Food Safety & Nutrition
- PROCESSES
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Ensuring Food Safety & Nutrition
- PROCESSES
Target – 100% Compliance,
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Ensuring Food Safety & Nutrition
- PROCESSES
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Ensuring Food Safety & Nutrition
- PROCESSES
Cold Room Temperature Cooking Temperature
Temperature @ Delivery Point
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Ensuring Food Safety & Nutrition
- PROCESSES
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Ensuring Food Safety & Nutrition
- PROCESSES
• ISO22000• GMP• GHP
• Supplier Assessment• Supplier Qualification• Product Approval• Supplier Rating
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Ensuring Food Safety & Nutrition
- PROCESSES
• New Products Development• Process Optimization• NV Compliance
• Nutritional Value Calculation• NV Audits – 3rd Party Lab Test
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Technology, Innovation
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Ensuring Food Safety & Nutrition
- TECHNOLOGY & INNOVATION
Rice cooking- 2.5Tons /HrCustomer Built – Tetra Pack
Rice Washer- 100Kg /Hr
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Ensuring Food Safety & Nutrition
- TECHNOLOGY & INNOVATION
Bio Gas with Food Waste
RO Plant
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Ensuring Food Safety & Nutrition
- TECHNOLOGY & INNOVATION
Knowledge Management-Share Point
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Ensuring Food Safety & Nutrition
- TECHNOLOGY & INNOVATION
18KVA Solar System @TAPF, Bangalore
Roti Making Machine@ Jaipur
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Ensuring Food Safety & Nutrition
- TECHNOLOGY & INNOVATION
Insulated Transport Vehicles
Insulated Vessels for Food Tranportation
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Continual Improvement
Program
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“Akshaya Pragathi Program”
An Organization wide CI Program of Akshaya Patra
While we all agree that Status Quo is not the desired state and hencewe need to improve performance of various processes continuously sothat we can reach to the next mile stone and this is a continuousprocess and every cycle of improvement leads to next level ofachievement.
So we adopted a holistic approach and designed a ContinualImprovement Program called “ Akshaya Pragathi Program” anOrganization Wide Continual Improvement Initiative of Akshaya Patrato ensure all levels of employees can participate in this program.
As a part of the program we have adopted and implemented Kaizen, CIProjects using PDCA and Lean Six Sigma methodologies to ensure andmake every employee practically gets involved in this.
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“Akshaya Pragathi” Program-
A CI Program of Akshaya Patra
� Kaizen1. Small Improvements, Very Low investment2. Plenty in number3. Lean principles are the key4. Every one can do5. Training required
� CI Projects- PDCA Methodology1. Medium level improvements2. PDCA methodology, 7QC tools used3. Group activity. Generally lead by Supervisors
& above
4. Training required
�Six Sigma – DMAIC Methodology1. Break through / High Impact Projects2. DMAIC methodology3. Good Training required
4. Group activity. Generally lead by Asst .Mngrlevel and above
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Opportunities of Improvement ?!
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Sweet Fruit Innovation, Lean Six Sigma
Bulk of FruitLean, Six Sigma
Low Hanging FruitKaizen - PDCA, Seven Basic Tools
Ground FruitLogic , Commonsense, Kaizen
Process Entitlement
•We don't know what we don't know
•We can't act on what we don't know
•We won't know until we search
•We won't search for what we don't question
•We don't question what we don't measure
•Hence, We just don't know
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
What Method for What ?
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Kaizen
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Kaizen – ExampleKAIZEN THUNDERSl #: TAPF – KT-HK Hill
Location : HK Hill
Dept: Production
BEFORE KAIZEN ( CURRENT STATE ) AFTER KAIZEN ( NEW CURRENT STATE )
DESCRITPTIONThe older design of cauldrons had welded perforated bottom there by leading to inaccessibility of the lower surface for cleaning . The bottom of the perforation will have remnants of the food lying for long period and continuous steam entry will render the surface hardened with calcium deposits and is unsafe.
KAIZEN DESCRIPTION:The perforated welded bottom was cut open and a new removable perforated sheet was fixed.
ADVANTAGES/VALLUE ADD: Hygienic process, Accessibil ity of the lower surface for better cleaning and increased safety of the cooked product.
IMPROVEMENTCATEGORY ( QUALITY/COST/CYCLE TIME/SAFETY/MORALE ) : Quality, Hygiene increased, Ease of cleaning is better
QUANTIFICATION: - Nil-
APPROVALS:
KAIZEN IDEA BY :NANP Date December 2012IMPLEMENTED BY : Prabhakar, Puresh Date December 2012 APPROVED BY : Vinay N Kumar Date January 2013
VERIFICATION DESCRIPTION: ( Check after 1Month )Sustained
Done by :Prashanth Kumar MB Date Feb 2013Approved by : Prashanth Kumar MB Date Feb 2013
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PDCA – A Continual Improvement
Methodology
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Six Sigma
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Six Sigma – DMAIC
Define what’s important Measure how we’re doing
Analyze what’s wrong
Improve by fixing what’s wrongControl to guarantee performance
3. Analyze the Current Process
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St ep T y p e:O p era tio n ¶D ec is ion uD el ay ð
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3. Analyze the Current Process
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IdentifyKey
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I np u t T yp e Ou tp u t
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Vi sc o si ty N ois eWa x t e mp N ois e
AN ta rg e t S OP Ox id tim e
Ag it s pe e d * C on tr Ox id iz e A ci d nu mb erTe mp er a tu re * C on tr C o lo rPr e ss ur e * C on tr P u t in se tp o in ts V is co s ity
Ai r f lo w * C on tr Sa mp le h ou r ly R e ac to r te mp% O2 in a ir N ois e Mo ni to r a c id n umb e r T em p pr of ile
Ai r t e mp C on tr Off ga s fl owAi r h u mid ity N ois e Off ga s c omp
H T c oe ffR e sp t ime
I np u t Ty p e Ou tp ut
Ag it sp e ed C on tr S ta b timeTe mpe ra tu re C on tr S ta b iliz e A ci d n u mbe rPr es s ur e C on tr C ol or
Ai r f low C on tr P u t i n se tp oi nts V is co si ty% O2 in a ir No is e S lo wl y re du ce p re ss R ea c to r t emp
Ai r t emp C on tr Mo nit or te mp T emp p ro fil eOffg a s flo w
Offg a s co mpH T co e ff
Map Prod uct Flo w
P r o d u c t/ P ro c e s s F l o w S u mm ar y a n d A n a l y s is
S t ep T y p e:O p era tio n ¶D ec is ion uD el ay ð
C u st .R e c.V a lu e
In tri n-si c
Ri gh tFi rstTi me
Di sta nc e
QT C
6. Prioritize, Plan and Test Proposed Solutions
S olution Imp act Time Cost 8 2 1 0
4 1 2
10 6 1
1. 3/10 Install H eater1. 3/10 Install H eater1. 3/10 Install H eater1. 3/10 Install H eater2. R egrind B lade 2. R egrind B lade 2. R egrind B lade 2. R egrind B lade
Basic D OE
O
u
t
p
u
t
1 2
Shi f t
x
x
Ma ch in e 1
Ma ch in e 2
D ec ision Matr ix
Pull Sys tem
PR IOROP ER AT ION
NE XTOPE RA TI ON
G OAL
1.2.
R un C har t
K ey Ou tpu t V ar iab les (C us tom er R equ ire me nt s): H ow M ea sur ed W he n M e asu red
1
2
3
U nc ont rol led In pu t V ari abl es ("N oi se" ): H ow M ea sur ed W he n M e asu red V alu e
1
23
4
5
C on trol led In pu t V ari ab les : H ow M ea sur ed W he n M e asu red Le vel 1 L eve l 2
1
2
3
4
5
O ve rall Sa m plin g Pla n:
Data C olle ction Plan
6. Prioritize, Plan and Test Proposed Solutions
S olution Imp act Time Cost 8 2 1 0
4 1 2
10 6 1
1. 3/10 Install H eater1. 3/10 Install H eater1. 3/10 Install H eater1. 3/10 Install H eater2. R egrind B lade 2. R egrind B lade 2. R egrind B lade 2. R egrind B lade
Basic D OE
O
u
t
p
u
t
1 2
Shi f t
x
x
Machine 1
Machine 2
D ec ision Matr ix
Pull Sys tem
PR IOROP ER AT ION
NE XTOPE RA TI ON
G OAL
1.2.
R un C har t
K ey Ou tpu t V ar iab les (C us tom er R equ ire me nt s): H ow M ea sur ed W he n M e asu red
1
2
3
U nc ont rol led In pu t V ari abl es ("N oi se" ): H ow M ea sur ed W he n M e asu red V alu e
1
23
4
5
C on trol led In pu t V ari ab les : H ow M ea sur ed W he n M e asu red Le vel 1 L eve l 2
1
2
3
4
5
O ve rall Sa m plin g Pla n:
Data C olle ction Plan
8. Measure Progress and Hold Gains
0
1 00
2 00
3 00
4 00
5 00
6 00
7 00
8 00
N D J F M A M J J
N D J F M A M J J
Ac tual
Outl ook
560 540 520
490490 440
Act ual
Tar get
Benc hm ark
O utlook
FR&T
DPHM*10
TARGET = 385
BENCHMAR K = 200
Low Fl ow
Hi gh Temp.
Hi gh Press.
Sludge
M T W H F S
1 4012 010 08 06 04 0200
35
30
25
Observ ation
Individuals
7
6
54
32
1
0
Moving Range
MU=29. 85
UCL=34.21
LCL=25.49
R=1.639
UCL=5.356
LCL=0.000
I a nd MR Ch art fo r: %PD P
8. Measure Progress and Hold Gains
0
100
200
300
400
500
600
700
800
N D J F M A M J J
N D J F M A M J J
Ac tual
Outl ook
560 540 520
490490 440
Act ual
Tar get
Benc hm ark
O utlook
FR&T
DPHM*10
TARGET = 385
BENCHMAR K = 200
Low Fl ow
Hi gh Temp.
Hi gh Press.
Sludge
M T W H F S
140120100806040200
35
30
25
Observ ation
Individuals
7
6
54
32
1
0
Moving Range
MU=29. 85
UCL=34.21
LCL=25.49
R=1.639
UCL=5.356
LCL=0.000
I a nd MR Ch art fo r: %PD P
Team Charter
2. Form Team and Scope the Project
InputSup plierReq mt.Measur es
Outpu tsCustom ersValu eMeasur es
Quali tyCost
Time
Identify Customersan d Requirements
Estab lsh
ProcessPrior ities
Team Charter
2. Form Team and Scope the Project
InputSup plierReq mt.Measur es
Outpu tsCustom ersValu eMeasur es
Quali tyCost
Time
Identify Customersan d Requirements
Estab lsh
ProcessPrior ities
9. Acknowledge Team and Communicate Results
Project Report TEAM RES ULTS
GOAL
1.1.1.1.2.2.2.2.
9. Acknowledge Team and Communicate Results
Project Report TEAM RES ULTS
GOAL
1.1.1.1.2.2.2.2.
7. Refine and Implement Solutions
Proc e s s Ste p Out put I nputProc e ss
Spec i fi ca t ion ( LSL,
USL, Tar ge t)
Cpk /Da te Mea s ure m ent Te c hnique
%R&R P/T
Sam pl e Siz e
Sa mple Fr eque ncy
Contr ol Me thod
Re ac t ion Pl an
R evised C ontr ol Plan
T ask Who Ea rlie st Start
4/1
6/28/3
Pr oj ect Plan (Gantt Chart) Tr aining & Proc edure s
7. Refine and Implement Solutions
Proc e s s Ste p Out put I nputProc e ss
Spec i fi ca t ion ( LSL,
USL, Tar ge t)
Cpk /Da te Mea s ure m ent Te c hnique
%R&R P/T
Sam pl e Siz e
Sa mple Fr eque ncy
Contr ol Me thod
Re ac t ion Pl an
R evised C ontr ol Plan
T ask Who Ea rlie st Start
4/1
6/28/3
Pr oj ect Plan (Gantt Chart) Tr aining & Proc edure s
1. Iden tify Opportunities
STR AP
Align Goals and Resources
Pare to Char t
Ca tego ry
Select Cri tical Projects
Activi ty Ba sed
Ma nag ement
Tim
e Tak t
N VA Ti me
A B C D E
Cos
ts
A B C D E
NV A $ = Pr oce s s Base d
COPQ
A B C D E
Quality Cost Time
Lea n En terp rise
1. Iden tify Opportunities
STR AP
Align Goals and Resources
P are to Ch ar t
Ca tego ry
Select Cri tical Projects
Activi ty Ba sed
Ma nag ement
Tim
e Tak t
N VA Ti me
A B C D E
Cos
ts
A B C D E
NV A $ = Pr oce s s Base d
COPQ
A B C D E
Quality Cost Time
Lea n En terp rise
S ales
C SR
Mf g
Q C
S hip
4. Define Desired Outcomes
Critical Measures and Goals
16 8
1 4. 71 8 51 1 .4 48 1
Capabil ity PlotProc es s Tol e rance
Spec ifi c at ions
StDev : 0 .54507
III
III
1 41 31 2
Capab ili ty His t ogr am
P rocess C apability
Establish Entitlement
G OAL S ales
C SR
Mf g
Q C
S hip
●
● ●
● ●
A s Is
S hould Be
C ompetitiveA dvantage
($$$$)
S ales
C SR
Mf g
Q C
S hip
4. Define Desired Outcomes
Critical Measures and Goals
16 8
1 4. 71 8 51 1 .4 48 1
Capab il ity Plo tProc es s Tol e rance
Spec ifi c at ions
StDev : 0 .54507
III
III
1 41 31 2
Capab ili ty His t ogr am
P rocess C apability
Establish Entitlement
G OAL S ales
C SR
Mf g
Q C
S hip
●
● ●
● ●
A s Is
S hould Be
C ompetitiveA dvantage
($$$$)
5. Identify Root Causes &
Proposed Solutions
Pr oce ss o r Pr odu ct N ame : P repa red by: Pa ge _ ___ of _ ___
Re spo nsib le: FM EA Da te (O rig) ___ ___ ___ ___ __ (Rev ) __ ___ ___ ____ _
P roc ess
St ep/I npu t
Pot enti al F ailur e M ode Pote ntia l Fa ilur e Ef fect s SE
V
P ote ntia l Ca use s OC
C
Cur rent Co ntro ls DE
T
RP
N
A ctio ns
Re com me nde d
Res p. A ctio ns T ake n SE
V
OC
C
DE
T
RP
N
pro cess ste p/ Inp ut u nde r
inve stiga tion ?
Inp ut g o w rong ? Ou tput Var iable s (C usto me r Re quire me nts) or in tern al
req uire men ts?
w ron g? pr oce dure s (in spe ction an d tes t) th at p reve nt e ith th e c ause or the
Fa ilur e Mo de? S hou ld in clu de a n S OP num ber .
How w
ell can yo
u
red ucin g th e oc cur ranc e of the Cau se, or
i mpr oving de tect ion? S hou ld h ave act ions
o nly on h igh RPN 's o r eas y fix es.
Re spo nsibl e for the
reco mm end ed actio n?
a ctio ns ta ken wit h the re calc ulat ed R PN ? B e
s ure to in clu de co mp letio n m ont h/ye ar
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Pr oc es s/P ro du ct
Fa ilu re M od es a nd E ffe cts A na ly sis
(FM E A)
Eff ect$ per Co st Dr iver
M EMP RO C
CH M
EL EVO THE R
0 16 32 48 64
Prioritize Causes
ABM
Explore Process Data
FMEA
Brainstorm Potential
Root Causes
TAKT Tim e
21
3 .5
2 .5
1 .5
S hi ft1
1tuptuO
Box Plot s
12011 01 0090807 060504 0
11 0
10 0
9 0
8 0
7 0
6 0
5 0
4 0
3 0
In p ut
Outpu
t
R-S qu ared = 0.87 6
Y = 9.7 72 71 + 0. 745 022 X
Str on g Po s iti ve Co rr e la tio n
Scatter Plots
5. Identify Root Causes &
Proposed Solutions
Pr oce ss o r Pr odu ct N ame : P repa red by: Pa ge _ ___ of _ ___
Re spo nsib le: FM EA Da te (O rig) ___ ___ ___ ___ __ (Rev ) __ ___ ___ ____ _
P roc ess
St ep/I npu t
Pot enti al F ailur e M ode Pote ntia l Fa ilur e Ef fect s SE
V
P ote ntia l Ca use s OC
C
Cur rent Co ntro ls DE
T
RP
N
A ctio ns
Re com me nde d
Res p. A ctio ns T ake n SE
V
OC
C
DE
T
RP
N
pro cess ste p/ Inp ut u nde r
inve stiga tion ?
Inp ut g o w rong ? Ou tput Var iable s (C usto me r Re quire me nts) or in tern al
req uire men ts?
w ron g? pr oce dure s (in spe ction an d tes t) th at p reve nt e ith th e c ause or the
Fa ilur e Mo de? S hou ld in clu de a n S OP num ber .
How w
ell can yo
u
red ucin g th e oc cur ranc e of the Cau se, or
i mpr oving de tect ion? S hou ld h ave act ions
o nly on h igh RPN 's o r eas y fix es.
Re spo nsibl e for the
reco mm end ed actio n?
a ctio ns ta ken wit h the re calc ulat ed R PN ? B e
s ure to in clu de co mp letio n m ont h/ye ar
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Pr oc es s/P ro du ct
Fa ilu re M od es a nd E ffe cts A na ly sis
(FM E A)
Eff ect$ per Co st Dr iver
MEMP ROC
CH M
EL EVOTHE R
0 16 32 48 64
Prioritize Causes
ABM
Explore Process Data
FMEA
Brainstorm Potential
Root Causes
TAKT Tim e
21
3 .5
2 .5
1 .5
S hi ft1
1tuptuO
Box Plot s
12011 01 0090807 060504 0
11 0
10 0
9 0
8 0
7 0
6 0
5 0
4 0
3 0
In p ut
Outpu
t
R-S qu ared = 0.87 6
Y = 9.7 72 71 + 0. 745 022 X
Str on g Po s iti ve Co rr e la tio n
Scatter Plots
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Six Sigma Program – Trained GBs/BBs
� Trained Green Belts: - 100+ available across 10 kitchens
� Gujarat - 22 people� Vrindavan - 18 people� Karnataka - 35 people� Head Office - 35 people
� Trained Black Belts:- 2 people available at HO
100 + people
![Page 42: face-cii.inface-cii.in/sites/default/files/presentation/Summit2015/2dec2015... · Tamil Nadu 718 1 Chennai 718 1 ... PDCA methodology, 7QC tools used 3. ... Kaizen - PDCA, Seven Basic](https://reader031.vdocuments.mx/reader031/viewer/2022013014/5a9e038a7f8b9a39338bac1b/html5/thumbnails/42.jpg)
The Impact - # of Kaizen Thunders 15-16
340+ KaizensImplemented
750+ 750+ KaizensImplemented in
2014-15
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The Impact – CI Projects – 2014-15
7+ ProjectsOn going
10 more in pipe line
11 Project Completed
Estimated Savings
2Cr + INR2015-16
![Page 44: face-cii.inface-cii.in/sites/default/files/presentation/Summit2015/2dec2015... · Tamil Nadu 718 1 Chennai 718 1 ... PDCA methodology, 7QC tools used 3. ... Kaizen - PDCA, Seven Basic](https://reader031.vdocuments.mx/reader031/viewer/2022013014/5a9e038a7f8b9a39338bac1b/html5/thumbnails/44.jpg)
� Motivated & Engaged Employees� Low Attrition Rates� Zero Accidents
� Best Processes� Efficient & Effective Processes
� Improved Productivity� Improved Cycle Times� Reduced Costs� Reduced Customer Complaints� Highly Satisfied Customers/ Donors
� Better, Capable, Reliable Equipment/ Machines� Low Maintenance Cost
� Green Organization
The Impact – A brief Summary
![Page 45: face-cii.inface-cii.in/sites/default/files/presentation/Summit2015/2dec2015... · Tamil Nadu 718 1 Chennai 718 1 ... PDCA methodology, 7QC tools used 3. ... Kaizen - PDCA, Seven Basic](https://reader031.vdocuments.mx/reader031/viewer/2022013014/5a9e038a7f8b9a39338bac1b/html5/thumbnails/45.jpg)
CII – National Food Safety Award
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CII – National Food Safety Award
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IndiZen 2014- Operational Excellence Award
![Page 48: face-cii.inface-cii.in/sites/default/files/presentation/Summit2015/2dec2015... · Tamil Nadu 718 1 Chennai 718 1 ... PDCA methodology, 7QC tools used 3. ... Kaizen - PDCA, Seven Basic](https://reader031.vdocuments.mx/reader031/viewer/2022013014/5a9e038a7f8b9a39338bac1b/html5/thumbnails/48.jpg)
PLATINUM AWARD " in CBE 2014 3rd Annual Convention & Competition on Lean Six Sigma
![Page 49: face-cii.inface-cii.in/sites/default/files/presentation/Summit2015/2dec2015... · Tamil Nadu 718 1 Chennai 718 1 ... PDCA methodology, 7QC tools used 3. ... Kaizen - PDCA, Seven Basic](https://reader031.vdocuments.mx/reader031/viewer/2022013014/5a9e038a7f8b9a39338bac1b/html5/thumbnails/49.jpg)
Case Study Published- Harvard Business Publishing
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