IMPLEMENTATION OF QA/QC
SYSTEMS & LEAN PRINCIPLES
Mr. Yadhnesh Udas
Mr. Sagar Kanade
Quality Excellence Cell (Qxl-HO)
Participant Introduction
• Name & Designation.
• Job title and a couple of sentences about your current responsibilities.
• Years of experience in the industry.
• Exposure to Lean principles.
• Your expectations from the program.
Session Agenda
• Mission Dhanush Training Module on Lean Tools.
• Material Reconciliation and Wastage Control process.
EXTREME
Strategic Goals 2022 formulated in 2018
(Rs. 13000 crs.)
Strategic Goals 2027 formulated in 2022
Strategic Goals 2027 formulated in 2022
• Wastage Reduction
• Improving productivity
• Better planning
Getting ready for the change
We need to raise the bar
of our execution skills
Mission Dhanush - Tools
5S
8 wastes
Visual management
Root cause analysis
5S
5S is a workplace organization technique having five steps:
Step Step Step Step Step
1 2 3 4 5
SET IN STANDARD
SORT SHINE SUSTAIN
ORDER IZE
A place
When in for Clean and Make Make it
everythin inspect or rules, part of
doubt,
g and inspect follow and daily work
move it everythin through enforce and make
out g in its cleaning them it a habit
place
1S - Sort
• “When in doubt, move it out.”
• Sort through everything in each work
area
• Keep what is necessary
• Move materials, tools, etc. that are not
frequently used to a separate storage
area
• Discard Items that are not used
1S - Sort
No value & easy Dispose
to dispose of immediately
Unnecessary
items
Some value Give or Sell
(Not used or not
likely to be used)
No value but Dispose by least
costly to dispose costly way
What is the
use ?
Rarely used
Necessary
items Occasionally
used
(Used or likely to
be used)
Frequently used
2S – Set in Order
“A place for everything, and everything
in its place.”
• Put tools & material used most often
closest to the work area, those used less
often, further away
• Develop ways to daily replace usable items
• Establish lead times for replacement of
daily usage supplies
• Determine minimum and maximum
supply levels and mark them
3S - Shine
• “The best cleaning is to not need
cleaning.”
Regular cleaning and inspection makes
one’s work easier:
• To identify and correct problems early
• To maintain equipment to minimize
equipment failure
• To monitor levels of tool, parts, and
equipment to minimize downtime while
waiting for new supplies to be delivered
4S - Standardize
• “See and recognize what
needs to be done.”
• Establishment of a work
structure that will support the
new practice(s) and avoid
slipping back into old work
habits
• Educate fellow workers on
“what right looks like”
• Use labels, signs, posters and
banners as visual aids
5S - Sustain
“Effective, ongoing application of 5S”
The most difficult step!
Implement a system for monitoring the results
Continue to educate people about maintaining standards
Make any needed changes in the standards and provide training that
addresses those changes
Examples of 5S at Afcons
Opportunity for 5S ?
Opportunity for 5S ?
Examples of 5S at Afcons
Examples of 5S at Afcons
Examples of 5S at Afcons
Examples of 5S at Afcons
Mission Dhanush - Tools
5S
8 wastes
Visual management
Root cause analysis
8 Wastes
D O W N T I M E
Reduce DOWNTIME to improve process
8 Wastes: Summary
D efects Errors that result in rework and increased costs
Producing something either before it is needed or in too
O ver production great a quantity.
W aiting Waiting for material, equipment, people.
N on-utilized resources Failing to use the people or resources effectively
Unnecessary movement of a materials/WIP between
T ransportation processes
Storing product as a result of overproduction / Excess raw
I nventory material.
Any movement of man and/or equipment that does not add
M otion value to the process.
Work that is not specifically asked for by the customer or
E xtra processing doing work in complicated way
Quiz
Identify which type of waste:
D – Defects
Precasting stopped due to lack of storage
O – Overproduction
Concrete mixer at site, but pour not cleared by Client
W – Waiting
Delay in unloading material from the truck
N – Non utilized
Full reinforcement bars kept 150m from bar cutting machine
talent
Incorrect specifications in PO
T – Transportation
Multiple approvals I – Inventory
No daily meetings at site M – Motion
Work delayed due required material is past expiry date E – Extra processing
Reimbursement claims documents dispatched without full supporting
documentation
Date/time stamp is put on document, but the information is not required
What types of waste do we see ?
Identify waste?
Identify waste?
Identify waste?
Mission Dhanush - Tools
5S
8 wastes
Visual management
Root cause analysis
Visual Management
Visual Display:
A method to visually communicate • Types of Visual Display:
important information in the workplace – Designated Locations
such as: • Indicate danger; Set
– Safety
limits; Make work easier
– Quality
– Information Boards
– Operations
– Work Instructions
– Equipment
– Checklists
– Progress / Achievements
In the visual workplace, anyone will easily know the: who, what,
when, where, why, and how of an area within 5 minutes
Visual Management
Visual Management
Visual Management
To make data displays effective...
Involve relevant users in the measurement
Provide the results to people who can act on them
Present results in the most appropriate form for the audience
Link results with improvement activities
Report data immediately; date it; keep it current
Mission Dhanush - Tools
5S
8 wastes
Visual management
Root cause analysis
Root Cause Analysis (RCA)
How to conduct RCA:
• 5 Why Analysis
• Fishbone Diagram
• Pareto Charts
• Failure Model & Effect Analysis (FMEA)
• Fault Tree Analysis
• Scattered Diagram
• Barrier Analysis
• Casual factor analysis, etc.
Root Cause Analysis (RCA)
5 Why Analysis Fishbone Diagram
Root Cause Analysis (5 Whys)
5 Whys ?
Concreting was delayed
why ?
Client instructed to remove formwork
and reinforcement
why ?
Reinforcement was not as per BBS
why ?
Bar length was shorter than required
why ?
Wrong reinforcement bars used
why ?
Reinforcement bars were not stacked
properly and got mixed up
5 Whys ?
Honeycombing occurring in concrete structure
Concrete vibration not done properly
Site supervisor did compaction as per his own will
Site supervisor not aware of correct pattern of compaction for different
concrete elements
No formal compaction training is given to site supervisor
Method statement does not clearly depict the different type of compaction
patterns as required for individual structures
RCA Example
Issue: Slow productivity of slipform pier, 16 bridges
Need For Study
For pier height beyond 45 m, it was found difficult to maintain time cycle and
quality with approved methodology and equipment
Productivity of labor reduced with increased height of working
Maintaining the quality of concrete became a challenge due to lead time and
temperature issues
Objectives for Study
To reduce time cycle of slipform activity
To improve quality of concrete and workmanship for ht. more than 45m
RCA
ROOT CAUSE ANALYSIS FOR DELAY IN PROGRESS
RCA
ROOT CAUSE ANALYSIS FOR DEFECTS IN CONCRETE
RCA
Root causes identified
Slow pace of reinforcement lifting & fixing due to height
Excess lead time from batching plant to site, resulting deterioration in quality of
concrete mix
Increased time in transporting concrete from surface to height beyond 45 m
Deteriorated concrete quality leading to bad surface finish
Additional time required in controlling twisting & tilt of structure with increasing
height
RCA
Action Taken
Batching plant relocated near construction site to minimize lead time
Concrete redesigned to be pumped up to 90 m height as against to be initial
plan of transporting by winch and bucket
Concrete temperature monitored and kept between 16°C to 21°C for best slip-
forming operation. Arrangements for cooling as well as heating of concrete
were done to achieve desired concrete temperature during summer and
winter
Cleaning of formwork done regularly to avoid sticking of concrete
Training imparted to manpower for working at height along with training for
improving productivity of reinforcement lifting & fixing
Training masons to improve surface finish along with slip forming operations to
avoid repair and rework
Additional winch machine installed for reducing lifting time of reinforcement
Continuous monitoring by survey team to control twisting & tilting
RCA
Results
Relocation of batching plant reduced the lead time from 50 mins. to 15
mins. This helped in better quality control and reduced defects in
concrete
Pumping of concrete improved the rate of concrete placement from 1.8 to
4.0 cum/hr.
Transportation of reinforcement steel to the top improved through use of
pulley winch arrangement
Issues related to twisting of slipform yoke leg were eliminated by locking
lateral movement by welding rebar to the slipform structure.
RCA
Improving slip-form cycle time through lean imple-
mentation-RCA
3 2.5
2.5
2.0
Slip-form mts./day
2 1.4
1.5
0.5
0
As-is TAKT time Achieved
Q/A Session + Experience &
Discussions
The session is open for deliberations!!!
Lean Champions at AFCONS
Pls feel free to contact us in case of doubts:
Manish Mokal –
[email protected]Jayadatta Lad –
[email protected]Yadhnesh Udas-
[email protected] A Big Thank You to all participants for your
Valuable Time!!!
In case of queries do write back to me at Yadhnesh Udas
(
[email protected])
Afcons Infrastructure Limited,
Corporate Identification No: U45200MH1976PLC019335,
Regd Office: Afcons House, 16, Shah Industrial Estate, Veera Desai Road,
Azadnagar, Andheri (W), Mumbai – 400053, India
+91-22-6719 1000 +91-22-2673 0047/ 2673 0026 www.afcons.com
