Synthesis Jan-March 2016

January-March 2016 Vol 9, Issue 1 INHOUSE MAGAZINE OF SYNTHITE INDUSTRIES LTD Empowering Employees Synthite as an organisation is no stranger to big changes. Having implemented SAP and having transformed itself as a role-based organisation, Synthite had an idea on how to go about making big changes. But the Total Productive Maintenance initiative was different. It needed a bottom-up approach, rather than the top-down fashion in which the other changes were made. And the employees of Synthite responded by standing up as one and making the programme a success. Continued on page 3 A Class Act Synthite’s HR practices recognised at CII HR Excellence Awards visited Synthite for a live assessment and interacted directly with the employees to understand their per- ception. The assessors used Mr. Ninan Philip, Director and Mr. the RADAR (Results, Rajesh Kumar MR, VP, HR receiving Approach, Deployment, Assessment, ed to learning, creativity, and inno- the award and Refinement) approach to evalu- vation in the organizations. Synthite ynthite made a dream debut at ate the whole spectrum of HR ac- received a composite score of 400- the CII HR Excellence Awards. tivities in the organisation. They first 499 out of 1000 in the assessment – ItS was awarded “Strong Commit- studied how the particular HR prob- a huge achievement considering the ment to HR Excellence” in the 2015 lem was approached. In the next step fact that it was the first time that it edition of the Awards. they analysed how the solution had applied for the award. The CII HR Excellence Award been identified and deployed. That is The award puts Synthite in the aims to identify the best HR prac- followed by an evaluation of how the league of multinational companies tices in the industry and promote implemented solution had been as- such as Cadilla, Vedanta, Hyundai large-scale adoption of such prac- sessed and then refined, based on the and Raymond. Synthite is the only tices. Synthite was chosen for the feedback. Finally, they focussed on company of Kerala origin to be se- award after its HR processes were the results that had been achieved by lected for the award. evaluated comprehensively by an implementing the solution. expert panel. The assessors scored the organization The assessment started after on five HR enablers - Leadership, Synthite submitted a position docu- HR strategy, Learning & Develop- ment covering all criteria and re- ment, People Wellbeing & Employee sults. This was then assessed by the Engagement and HR Processes & expert panel. Four assessors then Practices – and how it had contribut- The HR team with the award Dr. Viju Jacob, DMD receiving the Trophy for the First Top- Chairman Shri. C V Jacob was conferred the ‘Lifetime Achieve- most Exporter of Spices for the year 2012-13, during the re- ment Award' by the ‘The All India Spices Exporters Forum’ cently held World Spice Congress in Ahmedabad. Synthite also at the International Spice Conference held during January 21 bagged the Award for the Topmost Exporter of Spice Oils and – 24, 2016 at Goa. The award is in recognition of the long and Oleoresins for the year 2012-13 and the Trophy for the Third meritorious service he rendered to the global spice industry Topmost Exporter of Spices for the year 2013-14 Spice Division, Pancode gets ISO 50001 certification pice Division, Pancode has been audited and certi- fied for ‘Energy Management System : ISO 50001 :S 2011’ by BSI. The division is the first one in Synthite Mr. C V Jacob, Chairman inaugurating “Pearl Spot”, the sea- to receive the certification. ISO 50001 is an international food specialty restaurant at Ramada on 12th March 2016, in standard developed by the International Organization for the presence of Mr. George Paul, MD, Dr. Viju Jacob, DMD, Standardization (ISO) to provide organizations an inter- Mr. Aju Jacob, Director, Mr. Ninan Philip, Director and fam- nationally recognized framework to manage and improve ily members. The open-air restaurant with glass roof facing the their energy performance. Kumbalam Lake offers guests a real lakeside experience 2 Small Improvements, Big gains TPM activity report for JIPM Assessment being unveiled by Mr. George Paul, Managing Director in the presence of Mr. Ninan Philip, Director and Mr. Aju Jacob, Director The TPM story so far. Synthite management, as part of its Vision 2020 programme, had recognised the need to implement various business excellence models. It zeroed in on TPM with the aim to achieve Zero Accidents, Zero Defects, Zero Breakdowns. Today, three years hence, the organization is on the threshold of being assessed by Japanese Institute of Plant Maintenance for TPM Excellence Milestones The employees of Synthite have 1. April 2012 – Management decides to implement TPM come up with more than four hundred Kaizen 2. 5th Feb, 2013 – TPM programme kick-off (continuous improvement) 3. Jul, 2016 – TPM Level 1 – First stage assessment suggestions, and drawn around 1500 one point lessons (OPL) since the start of the programme Steps • TPM Steering Committee formed • Full-fledged awareness sessions and promo- tional activities TPM Scorecard • Pilot implementation in three Manager 1. Increase in OEE of Batch plant - 9.3% Model Plants 2. Increase in OEE of Continuous plant – 23% • Implementation of 5S programme – the 3. Increase in throughput of pepper – 25% foundation for TPM 4. Increase in turmeric of pepper – 29% • Autonomous Maintenance Pillar activities 5. Decrease in customer complaints – 30% started in the manager model plants 6. Decrease in Medically treated injury – 88% • Focused Improvement Pillar activities started 7. Time lost to injury – Zero by analyzing major losses in factories 8. Decrease in breakdowns and improved delivery • TPM programme kicked-off across all plants performance in the BI division in Kolenchery - factory Crowning glory divided into 33 TPM circles • 5S Excellence award in Platinum grade in the large industry • Step by step implementation of Autonomous category in 14th ABK AOTS-CUMI 5S competition, 2015 Maintenance programme • Productivity Award by Kerala Productivity Council in 2014 • Kaizen competitions and Rewards & Recog- • First prize in Kaizen competition conducted by CII-SR-2015 nitions schemes introduced, TPM activities • 2nd in Office TPM in CII competition, 2014 made part of appraisal process • 3rd in Focussed Improvement in CII competition, 2014 • Top Management visit and pillar/circle activ- Future Plans ity board presentation • Sustain continuous improvement • SYNEXIS software developed for reporting, • Extend TPM activities to all other divisions and units analysing and communicating TPM activi- • Introduce other Japanese tools such as lean management, value ties. stream mapping and six sigma 3 There is no stopping us sions and visits to world class compa- command and control structure. The r. Ninan Philip, nies. We also got the opportunity to basic assumption here is that the Director and put the ideas into practice by work- superiors know everything and the MChairman of the TPM ing in the shop floor of the compa- employees have to do whatever their Steering Committee nies and to present our improvement superiors tell them. But the TPM writes about his experi- suggestions to the management of the philosophy is based on the premise ence with TPM and expectations from companies. That training was an eye- that the employees also know. The the programme opener for me. organizations have to tap their think- Synthite was at that time thinking, by treating them with respect and In 2011, I had attended a six weeks ing of ways to become a world-class empowering them. That will lead the training programme in Japan, orga- organisation by benchmarking against employees to treat the organization as nized by the Association for Overseas the best. I suggested that we imple- their own. Technical Scholarship (AOTS). The ment TPM, to improve our opera- If the employees keep on thinking programme which aimed to provide tional excellence and was put in that this is my equipment, this is my an exposure to Japanese management charge of the programme. product and this is my process, then techniques included classroom ses- Organisations usually follow a there is no stopping us. Gnana Vadivel (Senior Vice President, Operations) Continue the momentum Today we are ready to face the audit by JIPM for the TPM activities. The pre-assessment reports have been submitted and the Japanese team will go through it and give a list of improvement areas. Final certification audit will happen in 3-4 months. It is a great achievement that we have been able to get in such a short time. The next challenge is sustaining the change. The TPM activities should be part of the routine job and should not be bracketed as a “TPM job”. We have to keep on raising expectations and improving ourselves. In future we should implement TPM across the organization – in other units and divisions in a gradual manner. Synthitians talk about their experi- order. Today that is pres- would be in a chaotic condition when ence and expectations from the TPM ent even at the lowest level. we came to the plant in the morn- programme. 5S has been implemented ing. Cleaning it up was a very difficult Eldhose P Kauma (GM - in all plants. Every day the task. The workers would ar- Operations, BI Kadayiruppu) time between 10:30 am and 11:00 am rive by 8:30 am and we were A mature system is dedicated towards performing au- never able to complete the Synthite has had mature people tonomous maintenance of the equip- cleaning by then. We were pleasantly who were up against an immature ment. Around 1500 one point lessons surprised when we came to work at system till now. The TPM programme (OPL) have been drawn and more the plant, the morning after the pro- changed that.

Load more