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S.H.E initiatives:
Sulphites
world class manufacturing
| total
productive maintenance
| six-sigma
| kaizen
suggestion system
| 5S activities
| quality
of life clubs
| quality
circle
The sulphites division of the Aditya Birla Chemicals
is very committed towards its safety, health and environment
initiatives. The division is recognised as a World Class
Manufacturer (WCM). The division operates at two functional
levels, the business perspective providing value to
customers, shareholders, and employees. The second level
is the commitment to the nations where the company operates
in, the society, and the global community. The division
emphasises on its industrial environment to extend to
its duty to the nation and the world through the appropriate
management of environmental issues. The division is
ISO 14001 certified demonstrating its compliance to
international standards. We are committed to sustainable
development and continual improvement of the safety
systems to overcome the new challenges posed by globalisation.
This is demonstrated through the OHSAS 18001 certification.
World Class Manufacturing
(WCM)
World Class Manufacturing (WCM) is a unique strategy
for enterprise excellence through focus on manufacturing.
This strategy encompasses the essentials in the world
of managing manufacturing. It is a long-term structure
approach that is a cyclical (PDCA - plan, do, check,
act), comprehensive and systematic business tool. The
process involves a cultural transformation leading to
organisational change, better management processes and
organisational learning. It focuses on people, process,
and results on a continuous basis. WCM is in itself,
a competitive strategy that aims for stakeholders, including
customers and employees delight through focus on sustainable
and superior quality, cost, delivery, innovation, productivity
and pride (QCDIP) performance. WCM helps in achieving
this sustainable, superior performance by putting in
place the "art of manufacturing for consistent
excellence". It is diagnostic in nature as it enables
the abnormalities to show themselves.
The sulphites division of the Aditya Birla
Chemicals is looking to solidify itself as a World Class
Manufacturer. We employ business tools like Total Productive
Maintenance (TPM), Total Quality Management (TQM), Kaizen
Suggestion System (KSS), Six Sigma, 5S improvement principles,
quality circles, and the adoption of quality of life
clubs.

Total Productive Maintenance (TPM)
Total Productive Maintenance (TPM) is a strategic shop-floor
approach that primarily aims at building a corporate
institution that enables maximising the overall plant
effectiveness through total people involvement across
all levels and functions within an organisation. The
goals of TPM simply conclude to zero breakdowns, zero
accident, and zero defects. The Sulphites Division initiated
the implementation of TPM in 1999, inaugurated by the
TPM consultant of Japan Institute of Plant Maintenance
(JIPM). TPM implementation includes eight pillars of
activities that encompass all business processes. Although
we were able to achieve the TPM Excellence Award in
2002, we understand that TPM is an ongoing initiative,
and strict guidance through total employee participation
is the roadmap to zero breakdowns, zero accident, and
zero defect.
Six-Sigma
The goal of Six-Sigma is to increase profits by eliminating
variability, defects and waste that undermine customer
loyalty. Six Sigma is a rigorous and a systematic methodology
that utilises information (management by facts) and
statistical analysis to measure and improve a company's
operational performance, practices and systems. Defects
are identified and prevented in manufacturing and service-related
processes to anticipate and exceed expectations of all
stakeholders effectively.

Kaizen Suggestion System (KSS)
To ensure involvement of each individual, the Sulphites
division has implemented the Kaizen Suggestion System
(KSS) that motivates employees to come out with innovative
suggestions for improving the organisation's performance
in terms of quality, safety, work efficiency and cost
reductions. The benefits of KSS include improved worker
pride and employee morale, improved working environment
and conditions, work efficiency, quality of work, overall
cost reductions, and safety at the workplace.
5S activities
A disciplined improvement, 5S activities have been in
place at the Sulphites Division since 1996. Based and
developed in Japan, 5S is a process of workplace organisation
and house-keeping which is carried out gradually and
systematically. 5S improvement principles consists of:
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Seiri or sort out
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Remove
what is not needed and keep what is needed |
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Seiton or make convenient
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Place
things in such a way that they can be easily reached
whenever they are needed |
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Seiso or cleanliness
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Keep
things clean and polished; no trash or dirt in the
workplace |
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Seiketsu or standardisation
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Maintain cleanliness
after cleaning — perpetual cleaning |
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Shitsuke or discipline
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Commitment,
a typical teaching and attitude toward any undertaking
to inspire pride and adherence to standards established
for the four components |

Quality of life
clubs
The quality of our people is an important factor for continuous
improvement. With this in mind, quality of life clubs
is an initiative where members collectively form clubs
to work towards a similar goal. Some of the groups include:
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Agriculture group
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Involved
in tree plantations within the plant |
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Health group
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Involved
in propagating morning exercises and sport activities |
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Buddhism group
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Involved
in religious functions |
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Sacrifice group
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Involved
in leading community development initiatives |
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Punctuality group
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Involved
in propagating the value of timeliness |
| Gratitude
group |
Involved
in demonstrating respect to the nation and mankind |
The result is improved lifestyle where
all members are involved in tasks that promote teamwork,
social services and self-discipline
Quality circle
Quality circle is a movement or a "way of life".
Every member is committed to ensure the success of the
quality circle program. Launched in 1997, quality circle
has 100 per cent active employee participation that
has enhanced creative thinking leading to tangible as
well as intangible results. We believe that the employees
are underlying assets and that they will continuously
be developed and provided with opportunities to share
ideas for the improvement of their organisation.
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