Q
Are you TS 16949 registered?
A Yes |
Q
Do you make parts for the automotive
industry ?
A Yes, approximately 99% of our
work is automotive. |
Q
Do you provide assembly service ?
A Yes, we provide mechanical
assembly & welding services. |
Q
Who are the owners of the company ?
A Rajendra Bagwe-
cofounder-Director, Amol Chitnis –
cofounder-Director, Devendra Bapat-cofounder-Director.
|
Q
How long have you been in business ?
A We have been in business over
19 years. |
Q
Can you inspect complex formed parts &
certify tooling ?
A Yes, we have a CMM, 800 MM X
600 MM X 500 MM |
Q
What are the largest parts you make ?
A We stamp the SUV chassis long
members which are 1200 mm long, In
addition, we are capable of producing
various sizes and shapes of stamped
products. Our largest press bed size is
3000 mm x 2000 mm. The thickest material
size we handle is 10 mm. |
Q
What is the thinnest material you work
with ?
A Typically, 0.75 mm. But the
range goes from 0.75 mm, 1.0 mm, 1.2 mm,
1.6 mm, 2.0 mm, 2.5 mm, 2.8 mm, 3.0 mm,
3.5 mm, 4.0 mm, 4.5 mm, 5.0 mm, 6.0 mm
and so on… |
Q
Do
you make/design your own tooling ?
A
Yes we have a state-of-art design &
development setup. We design & build our
own tooling up to a certain size and
complexity |
Q
Do
you make prototypes & help with design
engineering ?
A Yes, we offer value engineering
services & design for manufacturability
assistance. |
Q
How
many employees do you have ?
A Currently, we have 200 highly
motivated and committed young people.
Our average employee age is 28 and we
give great stress on mult-skilling.
|
Q
What is an example of your "progressive"
management ?
A We have a very strong Kaizen
movement in the group which promotes
everyone’s involvement. We have cell
owners who are associates working on the
machines but responsible for the upkeep
of the machines, for quality and for
continual improvements in their cells.
Our regular appraisal system covers a
360 degree appraisal involving everyone
in the company from top to bottom. The
company does not have a union and all
the critical decisions are taken
democratically. |
Q
Do you ship to your customers on time,
in full, more than 99% of the time,
against their latest schedule or
delivery agreement?
A All objectives are subordinate
to the requirement to ship what our
customer expects, when expected, with
all relevant paperwork complete. 99.9%
of items shipped arrive at the customer
at the agreed time, within any agreed
tolerance. |
Q
Does everyone in the company know who
the key customers are and what
differentiates the company’s products
and services from the competition?
A Yes. Awareness of the strengths
and weakness of our company’s product or
service is a key factor in achieving the
involvement of everyone in our company.
|
Q
Do all staff who are in contact with
customers have the authority and
empowerment to resolve customer
problems?
A Managing the points of contact
with our customers is the single most
important company success factor. All
our customers are confident that any
problems they have will be speedily
resolved and they will be kept fully
informed, preferably by the person they
initially contacted. |
Q
Do kanbans control your supply chain?
A Yes. As a world class
manufacturer we supply our customers on
a kanbans basis, whether the kanban
messages take the form of a fax, card,
empty container or requires us to visit
their plant to replenish your products.
|
Q
Is there is a programme in place to
progressively reduce non value-adding
costs?
A Yes. A non value-adding cost is
anything which adds cost but not value
to the saleable product or services
provided by the company to customers.
All the wastes are investigated from
time to time. Every new product and
process is evaluated against the need to
reduce waste. |
Q
Is there a culture of Total Quality?
A Yes. There is a culture of
total quality throughout the business.
Every person or team that has a job to
do is able to check that the job has
been done correctly and is given the
training, equipment and responsibility
for doing so. The role of quality
control is to audit quality and feedback
long term process control information.
The principles of total quality should
permeate all activities. |
Q
Do you audit the product and process
quality inside the test limits?
A Yes.You cannot get to parts per
million quality levels if your quality
checks only sort the good from the bad,
the passes from the failures. Everyone
involved with a task that can vary,
checks whether the process is within the
tolerance band and is able to take
corrective action. The technique
generally used is statistical process
control. |
Q
Have you 'foolproofed' critical jobs?
A Yes.To reach parts per million
quality standards, jobs have to be made
foolproof. Foolproofing (called poka-yoke
by the Japanese) means that either
mistakes cannot be made or, if this is
not possible, the equipment will
automatically identify and/or stop when
a reject part is produced. |
Q
Do you have an active policy to help
keep work areas clean, tidy and
uncluttered?
A Yes. We practice 5S.It has been
shown time and again that tidy work
areas reduce the frequency of errors and
delays. We have regular inspections of
our work areas and continually look for
ways to tidy up the processes. |
Q
Is there a culture of continuous
improvement in customer service?
A Yes. There is an active
customer service improvement group
looking at all the tools and techniques
available to be more responsive to
customers. Significant lead time
reductions, for instance, involves most
functions in the company working
together. This quality target applies
also to mistakes in the shipping and
packing departments, invoicing and even
such things as order confirmation.
|
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250106
+91-253-2382151
