Impeller - A House Magazine of Kirloskar Pneumatic Company Limited | January - June 2024
House Magazine of Kirloskar Pneumatic Company Limited
Cover Concept
The cover features the path to success, one step at a time. Each member shoulders a block, constructing stairs of continual improvement. Together, they rise, embracing collaboration, determination, and progress. With every effort and teamwork, they create a lasting foundation that leads them to new heights and collective achievements. This cover inspires the discovery of how small, consistent steps can lead to remarkable progress in personal and professional growth.
Impeller
is a house magazine of Kirloskar Pneumatic Company Limited
Plot No.1, Hadapsar Industrial Estate, Hadapsar, Pune 411 013. India.
Edition : January - June 2024
Editor :
Anuradha Bihade
Editorial Board : Amit Bhosale
D. Trimala Patro
Debashish Mukherjee
Gopalkrishna Malawade
Govardhan Varpe
Harinathbabu A
Jayshri Jagtap
Mahesh Birajdar
Mahesh Shinde
Netra Ghangurde
Nilesh Salunkhe
Pratapsinh Shelke
Rajesh Bhatia
Ravikant Jadhav Tushar Tyagi
Design : Satisfice Designs
EDITOR'S COLUMN
Dear Reader,
Another year, another edition from the house!
While preparing for this 4th edition, we stumbled upon a lot of exciting news and stories about the company as well as colleagues. The gamut was so high that the editorial board had to go through a critical scrutiny process and curate the best material for you to read.
So, here we are with our another masterwork, which centers around continuous improvements, capability/capacity building, and overall a good change. Through articles received, we observed that there has been a whole lot of effort put into the improvements in various areas, be it processes or product technologies. Similarly, creative and strategic ways are being implemented to enhance customer satisfaction and capture new markets.
But it’s not just the business side that’s thriving. Our business enabling functions are also leading the way with best practices that promote learning, development, and cross-team collaboration. With a focus on knowledge-sharing and close connections with our regional teams, these efforts are fostering a culture of value creation across the organization.
All these efforts are getting culminated into some significant awards and recognitions as well. This is again a true testament to our commitment to excellence in whatever we do—the products we create, the services we deliver, and the processes we follow. Therefore, without putting you on hold any further, we are now handing over this edition to you to enjoy some exciting stories specially crafted for you. We hope this medium of communication will keep you informed with the latest updates of Kirloskar Pneumatic from January to June’24 and inspires you to share your stories for our next editions.
Warm regards,
Anuradha Bihade & Team Corporate MARCOM
LEADERSHIP INTERVIEW
Editor: Hi Sir
CFO: Hi!
Editor: What did we catch you doing?
CFO: Just reading!
Editor: Since our readers wish to know about you, can we have some interaction with you?
CFO: Yes, sure.
Editor: Compared to other leaders, you are quite new in the organization. How has been your experience so far as a CFO? As well as an employee of Kiloskar Pneumatic?
CFO: When I started with the Kirloskar Pneumatic in February’23, thereafter, almost eight months took for the introduction to the team, introduction to the finance team. During these eight months, I was greatly connected
with the growth projects, where the special assignment was given by Srinivasan sir to take care of the growth projects because we must hit the future projects. That was something new to me because I am a core finance person, core audit, accounting, regulations, and compliance one. Keeping aside all these things and focusing on the growth projects was something great, which I feel that over my 25 years of experience, I did for the first time. This is more of a contribution to the company, and working in a Kirloskar, working for Kirloskar is absolutely a great pleasure for me because Kirloskar is a brand after all. After 25 years, I joined Kirloskar again, and I feel this is the happiest moment for me in my life.
Editor: That's interesting to know, sir! Now, while you lead the finance team, can you describe your leadership style in one word?
CFO: I can say, I am not autocratic; I am not a democratic, but I am a participative leader where I will take my team with me for all the progress of the company and progress of the individual. So, in one word, I can say, it is
Ramesh Birajdar Vice President & Chief Financial Officer - Finance
Editor: Simply amazing!
What is your vision for the future of finance at KPCL?
CFO: To bring transparency, to more focus on efficiency, to focus on digitalizing the documents, to digitalize the processes which will help the company to reduce cost and support the other functions.
Editor: Great!
How do you plan to achieve your vision?
CFO: Stay with the core values of Kirloskar! If the person synchronizes his personal values with Kirloskar’s values, then everything is achievable, and the plan is what I think is achievable easily.
Editor: that's really great to know and wishing you all the very best to achieve your Vision!
CFO: Thank you.
Editor: On that note, how can a KPCian help in achieving the goals of the organization?
CFO: The one word I always suggest the people; the word is WATCH. The W stands for will, A stands for action, T stands for thought or talk, C stands for character, and H stands for habits. If there is a will of the person to think positively, change the habit, change the action, change the character then everything is possible.
And that is why I always remember the word WATCH, where the will is required to achieve everything. And I feel that people should watch their actions, their thoughts, their character, or their habits.
Editor: Great! Definitely we will WATCH as you suggested.
How do you stay updated on Trends?
CFO: I read a lot, and it is a habit of reading The Business World, The Business Today, and Internet surfing. And the best other source is our MD, Mr. K Srinivasan. Some interaction with him means you are getting good knowledge from him from the personal point of view, from the business point of view, and from the overall industry point of view. So, it is updation through reading and interaction. Also, I meet many investors; getting the inputs from them is helpful for the company and helpful for me as well.
Editor: I think I wouldn't agree more on MD's mention :) Who is your role model and why?
Babasaheb Kalyani. He is a role model because his mindset is growth mindset, and that is something appeals to me—that whenever you're working in the company, you focus only on growth!
Editor: I think you are the one lucky person to work with Mr. Babasaheb Kalyani.
CFO: Yes!
Editor: How do you maintain a healthy work life balance while fulfilling the demands of your role at KPC?
CFO: Over the last many years, I followed a very disciplined life, a disciplined life in the sense that always reporting to the company on time. And unless work is involved, generally I don't stay late in the office. I always suggest to people that you should give time to family because ultimately, we are earning only for the family.
Editor: That's really a nice thought sir.
Any favourite hobby?
CFO: I love reading; I love traveling; and I also love climbing the hills. Two years ago, I did Girnar climbing. Sinhagad is a regular one; Parvati is a regular one, so I like that.
I travelled a lot. Almost half of the world I travelled with my family and alone. Traveling is the experience where you learn a lot from many people.
Editor: I think I must say that we have a multitasking CFO with us.
On lighter note, if you weren’t a CFO, what career path would you have chosen for yourself?
CFO: Initially my inclination was to go for engineering, and why engineering? Because taking a screwdriver and experimenting with something is what I was doing at a very early stage. In fact, I tried to go for engineering, but my financial condition was such that I’m unable to go for engineering.
But I worked in a manufacturing company for almost 25 years, and manufacturing company means products and processes. I was always knowing everything about the product: how it is manufactured, what is the process, what are the components required, where it is used, etc.
Editor: So, engineer by heart it is, I must say!
Okay sir, thanks for interacting with us. It was a great interaction. Thank you so much.
CFO: Thank you.
37th National Convention on Quality Concepts (NCQC) Award - 2023
The Quality Circle Forum of India organized the ‘37th National Convention on Quality Concept (NCQC-2023)’ competition from 4th to 7th Jan'24 at Shri Ramdeobaba College of Engineering & Management, Nagpur. The objective of this convention was:
y To share knowledge and ideas on Quality Circle and other allied concepts such as TPM, 5-S, Six Sigma, Kaizen, Poka-Yoke, SMED, JIT, and Kanban amongst the team members from different organizations
y To provide recognition and encouragement to members of Quality Concept Teams
y To learn and understand practical aspects of quality concepts
There were 2226 teams/case study presentations from 575 organizations, which comprised Quality Circle, Lean Quality Circle, Kaizen, Six Sigma, 5S, and allied team concepts.
As a part of this competition, teams underwent preevaluation of their case studies, followed by an online knowledge test of team members. The final round concluded with physical presentations by teams during the convention.
Our 5 Kaizen Teams from ACD, TRM, ACR Equip, PGS & Corporate Division participated at this convention, competing against some of the renowned organizations like JCB India, Tata Motors, Hero MotoCorp Limited, Mahindra & Mahindra Limited, Larsen & Toubro Limited, BEIL Infrastructure Limited, Gabriel India Ltd, TVS Motor Company Limited, Cummins India Limited, Eaton Technology, L&T Heavy Engineering, Hindalco Industries Limited, Titan Engineering & Automation Limited, Kirloskar Oil Engines Limited, SKF India Limited, Jindal Steels Limited, Bharat Electronic Limited, Adani Water Limited, Bosch Chassis System India Pvt. Ltd., Ashok Leyland Limited, etc.
We’re proud to announce that 2 of our Kaizen Teams, ACD (Quality Assurance) and ACR Equip. (Plant Engineering), received the ‘Par Excellence Award,’ and 3 of our Kaizen Teams, TRM (Heat Treatment), PGS (Project Execution), and Corporate (Estate & Environment), received the ‘Excellence Award’ in the convention.
Ravikant Jadhav, Sachin Kangude, and Aniket Bagal from Corporate QA guided and facilitated the above teams' presentations and participation at the NCQC 2023 convention.
Pneumatic
ACD Quality Assurance
Pravin Jadhav, Amol Chavhan & Manoj Alsande
To prevent Hot Air entry inside Control Panel and eliminate Customer Complaint for R2 Screw compressors
Par Excellence Award Excellence Award
TRM Heat Treatment
Harichandra Mane & Yashwant Nimkar
To Reduce Power Consumption & increase Net Weight Loading percentage of Heat Treatment Furnace
ACR Equip Plant Engineering
Shrikant Lachake & Ashwin Deshpande
To improve Quality in Surface Treatment Process in Phosphating plant
PGS Project Execution
Pandurang Khatkar & Mukesh Deshmukh
To Increase Productivity by Reducing operation time
Corporate Estate & Environment
Prakash Kulkarni & Mahesh Darvatkar
To Eliminate the Rain water leakages & increase the shed life with Cost effective solution of ACD Foundry Shop
Congratulations to all the teams!
Team: Arjun
Team: Akash
Team: Vikrant
Team: Arihant
Team: Agni
We are proud to announce that Kirloskar Pneumatic Company Limited has been honored with the prestigious Kincentric Best Employer Award 2023. This recognition comes after a rigorous assessment process, highlighting our commitment to creating a workplace where our employees thrive.
The Kincentric Best Employers program is a global benchmark that recognizes organizations based on one of the most objective measures—employee feedback. We’ve been achieving the benchmark employee engagement score in a survey for two years in a row. This sustained engagement led us to qualify for the prestigious Kincentric Best Employer Assessment, where all our people practices were critically assessed by an esteemed panel of Juries.
This accolade emphasizes our strength in key areas critical to success: high employee engagement, remarkable agility, inspiring leadership, and a strong focus on talent.
Recognition by QCI: Winner in Quality Month Competition Kincentric Best Employer 2023
OAt Kirloskar Pneumatic Company, we believe that a healthy organization starts from within, and we continuously strive to ignite sustainable change. Achieving the status of a Best Employer not only enhances our business outcomes but also drives more effective transformations, boosts organizational efficiency, and delivers improved results for all our stakeholders.
n the occasion of Quality Month, the Quality Council of India (QCI) in New Delhi organized various competitions in November 2023, like Poster Making Competition, Slogan Writing Competition, Quality Quiz Competition, Kaizen Implementation, Essay Writing/Success Story Competition, Photography Competition and Quality Month Celebration in the organizations.
As a part of this competition, Kirloskar Pneumatic Company participated in the ‘Quality Month Celebration at Your Organization’ competition. In this competition, Kirloskar Pneumatic Company submitted the reports along with results of various activities conducted and initiatives taken during Quality Month Celebration Nov-2023.
Based on this, QCI evaluated our entry and recognized it, and we’re thrilled to announce that Kirloskar Pneumatic emerged as a WINNER and received a Certificate of Commendation and Award-Winning Trophy for outstanding contribution and dedication to promoting quality excellence through Celebrating Quality Month Nov-2023 in March 24.
Kirloskar Pneumatic Company Limited
A Kirloskar Group Company
Year 2023 was the 14th consecutive year at Kirloskar Pneumatic Company to celebrate 'Quality Month'.
This award is a testament to our unwavering dedication and commitment to Quality.
In addition to the above recognition, our company name is published on the QCI website and news has been shared on their social media pages.
Kirloskar Icons 2024
EXCELLENCE
VALUE CREATION
Kirloskar Pneumatic Company becoming Kincentric National Best Employer 2023
raditionally, individual R&R programs were conducted within each division, but April 2024 marked a significant milestone as the entire company came together for the first time to celebrate a unified event. This ‘Annual Reward & Recognition Program’ brought every division onto a single platform, creating a momentous occasion to honour our top performers.
The event, eagerly anticipated by all, showcased the very essence of our company's values. Employees who demonstrated excellence, integrity, empathy, innovation, and a strong customer focus were celebrated for their outstanding contributions. Awards were presented across a wide range of categories, including both our regular honours and several exciting new ones.
In addition to recognizing the Star of the Month, Team Rewards, Best Kaizen, and winners of the Quality & Safety Quiz, we introduced new categories that highlighted remarkable contributions in areas such as Internal Trainer
A total of 169 awards were presented during the program, making it a truly grand affair. Beyond the formal recognitions, the event also featured inspiring speeches from our leadership team, who emphasized the vital role of our collective efforts in driving the company's success. The atmosphere was one of pride, camaraderie, and shared purpose, as we celebrated the achievements of the past year and looked forward to the challenges and opportunities that lie ahead.
- Anamika Kumari Senior Officer – HR (L&D and R&R)
Breaking New Ground: Project Thor Takes Off at NMD
In a significant step forward for Kirloskar Pneumatic Company, the groundbreaking ceremony for Project Thor was recently held at our Nashik Manufacturing Division (NMD) on 19th March 2024. The ceremony was graced by the esteemed presence of Shri Rahul Chandrakant Kirloskar, who, along with members of the Civil Team, NMD Officers, and Civil Contractors, marked the beginning of this ambitious project.
Project Thor: A New Era in Casting Manufacturing
Project Thor represents a major milestone for Kirloskar Pneumatic Company, as it heralds the arrival of a stateof-the-art casting facility at NMD. This advanced facility will utilize the Lost Foam Casting process, which is renowned for its efficiency and environmental benefits. In line with our commitment to sustainability, this facility will operate without the use of hydrocarbons, ensuring a cleaner, greener manufacturing process.
One of the key features of the new facility is its innovative sand usage system. Unlike traditional casting processes, where sand disposal is a significant environmental concern, our facility will recycle sand perpetually, minimizing waste and environmental impact.
As we embark on this new journey, Project Thor stands as a testament to Kirloskar Pneumatic Company’s commitment to innovation, sustainability, and growth. This facility will not only meet our internal casting requirements but will also cater to external demands, positioning KPCL as a leader in the casting industry ahead.
We look forward to the successful completion of this project and the many opportunities it will bring for Kirloskar Pneumatic Company and our valued partners.
Breaking the Records with Largest Order Acquisition
It all started in May 2023 when we received an enquiry from one of the giant manufacturing industries for a 2600 TR refrigeration package with a centrifugal compressor for their polysilicon plant. Polysilicon is the raw material for the solar panel and semiconductor industry. Over 90% of polysilicon is manufactured in China. This will be the first polysilicon plant in India. We have been supplying refrigeration packages with oil-flooded screw compressors and have in the past supplied only one with centrifugal compressor at Angul Odisha.
Apart from various other challenges, one of the challenges was sourcing the centrifugal compressor. Previously, we had sourced the compressor from Germany. As the enquiry had only the refrigeration parameters, the first thing to be done was to generate the compressor input parameters for the selection. For this, it was necessary to involve the engineering team to generate the compressor selection sheet.
The customer’s team visited Kirloskar Pneumatic Company in June to discuss the enquiry and expected the offer to be submitted while we were still not clear on whether we should plunge into this or not.
However, we decided to take the plunge and embarked on the journey to plot the design inputs for the compressors. These parameters along with the technical specifications were then sent to various compressor manufacturers for their offers. With no response coming from the manufacturer, we followed up with a few of them for their offers. One of the Swedenbased compressor manufacturers then offered us their preliminary technical selections. Based on this, we provided our first response to the customer in September 2023, i.e., three months after the enquiry. This end-customer had appointed M/s Worley as the consultant for the project. End-customer and
Worley then generated the first set of technical queries. Thus began the journey of optimization on the package, right from the number of compressors to even the refrigerant to be used. Various options were deliberated, debated, and discussed. These options were evaluated with respect to CAPEX and OPEX and the merits and demerits of each system. While the enquiry was with refrigerant R507, options with propylene, ammonia, CO2, and propane alongside 507 were evaluated. Centrifugal and screw technologies were also evaluated. This exercise required us to submit basic technical and commercial data for close to six options.
Post this exercise, propylene with a centrifugal compressor emerged as the best option with a lower CAPEX and OPEX. The end-customer decided to proceed with this option, which changed the refrigerant from 507 to Propylene. The complete enquiry specification was revised
with a mention that this revision was made in line with the meeting between end-customer and vendor (KPCL). This truly exhibited the collaborative approach by the KPCL team.
Moving forward, we then submitted the revised proposal with a centrifugal compressor working on propylene refrigerant. We had previously supplied only one centrifugal compressor with propylene as refrigerant. With this the only past experience we presented our offer to the client. With the assistance of the compressor manufacturer, the KPCL team worked on the various technical queries presented by the consultant and end-customer.
End-customer usually has a strong procurement policy that mandates that any procurement, irrespective of its critical nature, requires a minimum of three offers. Post our technical responses, End-Customer then pooled in competition to submit their offers based on the finalized scheme.
It was now a game of being the lowest bidder in the offering, and
the team worked towards this goal to secure the package order.
Post the technical closure for all the bidders, finally the offer was on the negotiation table with three bidders, including KPCL. While the other two bidders were competitors with a strong proven track record and one of them having supplied similar packages to Polysilicon plants elsewhere, KPCL was with a single similar supply and absolutely no supply to Polysilicon projects.
Commercial discussions were stressful with negotiations at both ends, i.e., the end-customer and the vendors. Finally, after two months of commercial discussions, we received a call from the endcustomer’s management that they had decided to go ahead with KPCL for this package even though we were higher in price than one of the competitors who had technically not complied with few specifications.
The journey, which had begun with the enquiry in May 2023, finally culminated with the receipt of the order from the end customer in May 2024. This one year tested the patience and endurance of
the team. The entire refrigeration package shall comprise of 2 Nos. integrally geared centrifugal compressors connected to a 3600-kW electric motor, 2 Nos. condensers, economizers, 4 Nos. KODs, interconnecting piping, and a control system including machine diagnostics (machine monitoring systems).
This order is the biggest in KPCL’s history, breaking a 12-year record. I firmly believe that this record will soon be broken.
Thanks to the entire Refrigeration Project team for making this a reality, with special thanks to Mr. Aman Kirloskar for being personally involved and for believing in the team. We hope we shall live up to the expectations of the client and will certainly deliver a package that will be path breaking.
- Nitin Pai General Manager • ACR-Sales
Service Camps for Kirloskar Refrigeration Compressors by Multivista Global Across Northern India
In a bid to enhance customer satisfaction and ensure the longevity of Kirloskar refrigeration compressors, Multivista Global, the dealer of ACR division, in collaboration with Kirloskar Pneumatic, organized a series of free service camps across several key regions in northern India. These camps, held between April and June 2024, spanned the states of Haryana, Uttarakhand, and Uttar Pradesh, covering Kurukshetra, Yamuna Nagar, Sonipat, Kashipur, Rudrapur, Agra, Prayagraj, and Budaun.
These regions were strategically selected due to their high population density and the significant presence of customers relying on refrigeration solutions, particularly in sectors like cold storage, frozen foods, and ice plants. The initiative aimed to provide preventive maintenance for compressors and disseminate valuable product knowledge on Kirloskar's refrigeration management system (KRMS), oil discharge pumps, and other key components.
To ensure maximum participation, invites detailing the camp dates and locations were distributed via WhatsApp, along with registration forms. This approach allowed for direct engagement with customers, ensuring that the information reached a broad audience.
The service camps were meticulously planned and executed by a dedicated team of 10 service engineers. Their tasks included visiting customer sites, conducting thorough inspections of compressor operations, and gathering essential data such as running hours, last service records, spare part usage, and any additional support required. Based on this information, the engineers provided tailored recommendations for necessary spare part replacements, ensuring optimal performance and preventing future issues.
As part of the customer engagement process, the team also distributed Kirloskar catalogs, gifts, and contact information, while collecting inquiries related to business expansion and potential future needs. These inquiries are being actively followed up by the team, highlighting the proactive approach of Multivista Global in building long-term customer relationships.
The success of this initiative is evident in the numbers. Over the course of 20 days, the 10-member team conducted 8 service camps, reaching out to 260 customers across the three states. This well-coordinated effort not only streamlined the service process but also reinforced Multivista Global and Kirloskar Pneumatic's commitment to delivering top-notch customer service and technical support.
- Vivek S. Sr Executive – Business Development Multivista Global
KPCL North Regional Office Secures Major Wins in Competitive Markets
The KPCL North Regional Office has recently achieved significant success with two substantial orders, reinforcing our strong market presence and commitment to excellence.
Triumph in Haryana: Securing the Screw Compressor Order
In a highly competitive bidding environment, KPCL ACD North clinched a major order for a Screw Compressor from one of the reputed Petroleum Refineries in Haryana. This achievement is particularly noteworthy as it involved competing against several major brands. The KPCL team, led by Salesperson Deepak Tiwari, worked diligently from the specification finalization stage, which was instrumental in securing this order. We would also like to acknowledge the crucial role played by our dealer, Mr. Madan Lal Verma of SVML, New Delhi, whose efforts were pivotal in this success.
ACR North Lands Largest SP2 Order from HPCL - Mittal Energy Ltd.
In another remarkable achievement, the KPCL ACR North team has secured their largest SP2 order to date, from one of the renowned petroleum and petrochemical industry in Punjab. This order stands as a testament to the strong relationship KPCL has
cultivated with the customer, who has been utilizing Howden Screw Compressor Packages for the past 15 years. The groundwork for this success was laid by Mr. Jayesh Kumar Singh (Sr. Manager - Service) through consistent engagement and exceptional service delivery. The support and guidance from Mr. Shashikant Shendage (DGM - Customer Support) were also key factors in winning this order.
These wins underscore KPCL North’s unwavering dedication to customer satisfaction and strategic market positioning. Our team's efforts in both cases highlight the importance of long-term relationships, continuous follow-ups, and a deep understanding of customer needs. We are proud of these accomplishments and look forward to building on this momentum in the future.
- Rajesh Bhatia Senior Manager – Commercial KPCL North
Achieving Self-Reliance: Team Phoenix- NMD’s In-house Fabrication Success for ‘Project RCF-R5525’
In the dynamic world of project execution, the integration of in-house manufacturing capabilities and precision is crucial. It signifies a strategic advantage where organizations can control quality, timelines, and costs more effectively.
Milestones are not just achieved but celebrated. Such is the case with Project RCF-R5525, where Team NMD embarked on an ambitious journey to fabricate Pressure Vessels (PV) and Heat Exchangers (HE). This effort marked not only their first attempt but also a testimony to their capability to deliver excellence in both quality and timely execution, meeting the stringent parameters set by the customer.
Taking Control:
The inception of in-house manufacturing of PV & HE for Project RCF was driven by the need for leveraging the manufacturing capabilities at NMD and to enhance self-sufficiency.
From conceptualization to implementation, each step was guided by a commitment to improvement and a dedication to exceeding customer expectations.
Planning and Preparation:
At the heart of this success story lies meticulous planning and
thorough preparation. Recognizing the complexity of fabrication of PV and HE systems, Team NMD approached each obstacle with flexibility and strategic ways. From sourcing raw materials to optimizing manufacturing processes, team members precisely planned every aspect of the project to ensure seamless execution and ensure superior quality of products.
Execution Excellence:
With a clear roadmap in place, Team NMD embarked on the fabrication phase with precision and determination. Every component, from raw material to final product, underwent testing and quality assurance measures.
Meeting Quality Standards:
A foundation of Project’s success was its unwavering commitment to quality. Throughout the fabrication process, stringent quality control protocols were implemented to uphold industry standards and customer-specific QA requirements. Each PV and HE unit underwent careful inspection, ensuring compliance with technical specifications.
Guidance and Support from Team ACR:
Throughout the journey of Project RCF-R5525, Team NMD received invaluable guidance and support from Team ACR at every stage. From initial planning to final execution, Team ACR's expertise and mentorship played a pivotal role in navigating complexities and optimizing strategies. Their insights into best practices and industry standards enriched the project's development and ensured alignment with goals.
Celebrating Success:
The successful completion of the fabrication of 19 no. Pressure Vessels and 4 no. Heat Exchangers for Project RCF-R5525 stands as an
example of achievement for Team NMD. It highlights their ability to transform, collaborate, and deliver solutions that meet the industry benchmarks. As we reflect on this milestone, Team NMD remains committed to pushing boundaries and shaping the future of KPCL.
In conclusion, Project RCF-R5525 exemplifies how a dedicated team can transform challenges into opportunities for growth and excellence. Their journey underlines the power of teamwork, expertise, and unwavering commitment to customer satisfaction. As we continue to forge ahead, Team NMD remains committed to tackle new challenges, redefine success, and demonstrate the core values of KPCL, viz. excellence, Integrity, Collaboration, Empathy, Value Creation, and Innovative Thinking.
At Kirloskar Pneumatic, we believe that our people are our greatest asset and strength, and keeping them engaged and connected is at the core of our success. With this in mind, our HR team has embarked on a new initiative focused on visiting regional branch offices to enhance HR connectivity and foster better employee engagement.
In the last few months, our team has visited all four regions, and our employees are working in these territories with the agenda of candid interaction and listening to our own people. We had very good discussions, informal interactions, and a team lunch followed by teambuilding activities, which has helped in bringing the teams together and extending one more listening platform for them.
Our regional offices are vital to the company’s operations, and employees working in regions are true ambassadors of the organization who shoulder the responsibility to represent Kirloskar Pneumatic in the market. Distance can sometimes create a sense of disconnection, and to bridge this gap, we are taking proactive steps to bring support, resources, and a personal touch directly to
these locations. By meeting employees where they are, we aim to understand their needs better and provide more effective and timely solutions.
One of the primary goals of these visits is to listen. Each branch has its own unique challenges, strengths, and culture. By engaging directly with employees, our HR team can gather valuable insights that might not surface through virtual communication alone. This deeper understanding allows us to tailor our HR strategies to meet the specific needs of each office, ensuring that all employees feel supported and valued.
These visits are also about reinforcing our commitment to an inclusive workplace. Whether it’s addressing local concerns, celebrating successes, or simply having casual conversations, these face-to-face interactions are invaluable in promoting a sense of belonging. We want every employee to know that they are an integral part of the company, no matter where they are based.
In addition to fostering connection, the HR visits are designed to empower employees. Through team-building activities and open forums, employees are given the opportunity to develop new team bonding, voice their ideas, and engage in meaningful dialogue with HR leaders. This not only enhances professional growth but also strengthens the overall work environment.
At the heart of this initiative is the desire to build stronger relationships. By showing up in person, our HR team demonstrates its commitment to each employee’s well-being and professional development. These visits are about more than just business; they’re about building trust, boosting
morale, and creating a unified company culture.
As we continue to roll out this initiative, we are excited to see the positive impact it will have across all levels of the company. Our regional engagement efforts are a step toward ensuring that every employee, no matter where they are located, feels connected, supported, and motivated to contribute to the company’s success.
- Nishant Wasatkar Sr. Manager- HR, Hadapsar
Gyan Ganga 2.0
Gyan Ganga means River of Knowledge. In the 17th Century, Saint Rampal Ji Maharaj wrote the book of Gyan Ganga which gathers the knowledge of teachings in different religions and shares it with others to create a better idea of life for everyone.
To keep employees engaged during the annual Stock audit closure in early April, ‘Gyanganga’ a series of knowledge sharing sessions was introduced in April 2023. This initiative takes advantage of the downtime by offering a productive learning experience. Employees can upskill themselves by exchanging knowledge on products, processes, safety and recent developments across different teams. The sessions promote teamwork by discussing past challenges and successes, creating a shared knowledge base. This not only strengthens internal teams but also builds stronger bonds between colleagues, including senior members. By providing a platform to voice their concerns and experiences, employees can improve their communication skills as well. Overall, Gyanganga transforms a period of limited system access into a valuable opportunity for professional growth and fosters a more collaborative work environment.
The sessions were spread over one week, from April 2nd to April 5th, 2024, held at Hadapsar’s Nalanda Training Hall. The training covered a wide variety of topics, including planning and balancing, project execution and leanings, Lighthouse application guide, exception handling, system updates, safety awareness, and Beacon user training. The trainers included Mr. Amol Dhasade, Mr. Sachin Alle, Mr. Sachin Waghmare, Mr. Dayanand Jadhav, Mr. Ganesh Chaudhari, Mr. Nishant Wasatkar and Mr. Vilas Bhosale, who gave their valuable insights and shared their experience on
the subjects. The participants were mainly colleagues from various cross functional departments like, Manufacturing, Design, Contracts, Marketing, QA, HR, etc. This ensured a common stream of knowledge among the different teams i.e. 'GYANGANGA'
Knowledge upgradation was the key/ base factor for this initiative and people from various departments were able to participate and share their experience/ knowledge with other departments hence ensuring better understanding regarding the system and the work which they perform.
Gyanganga wasn't limited to traditional knowledge sharing. Recognizing the importance of digital fluency, it incorporated sessions on Lighthouse, a central information portal, and Beacon, a software tool that automates activity tracking. This approach ensured employees stayed on top of digital trends, like centralized data and automated tasks, making them more efficient in today's tech-driven world.
Overall, Gyan Ganga session for 2024 showcases a leadership approach that prioritizes employee development, fosters a collaborative work environment, and keeps employees engaged even during periods of limited operational activity.
A sincere appreciation goes to the trainers who took out their valuable time and conducted the sessions and made it engaging and powerful. A deepest gratitude
all
participants who
in the
Their enthusiasm and willingness to learn made Gyan Ganga a truly collaborative and enriching experience for everyone. Also, a big thanks to the HR fraternity who supported us in all facets of this function to be a grand success and helped us to make it a memorable event. We also promise to all that this will be continued in the coming years with new topics and discussions, Gayan Ganga 3.0 Loading…..
Sachin Alle
Manager
-
SCMProcurement/ Sourcing/ Vendor Dev ACDPRODUCTS
goes to
the
actively engaged
sessions.
‘Samarthya’–Learning Week at Kirloskar Pneumatic
At Kirloskar Pneumatic, continuous learning and growth are at the heart of our culture. This year, we launched ‘Samarthya’, our dedicated Learning Week that was designed to empower our employees with the knowledge, skills, and confidence they need to excel in their roles.
The week was packed with a diverse array of activities, allowing employees to immerse themselves in interactive workshops, expert-led sessions, and collaborative learning experiences. Whether it was honing technical skills, exploring the latest industry trends, or enhancing leadership capabilities, ‘Samarthya’ offered something for everyone.
To further motivate our learners and internal experts, we linked the entire initiative to attractive rewards. This approach not only encouraged participation but also
created a buzz across all our locations. The enthusiastic response from our employees was overwhelming, as they eagerly embraced the opportunity to learn and grow.
‘Samarthya’ successfully fostered a continuous learning environment, reflecting our commitment to investing in our people and preparing them to meet the challenges of tomorrow. This event stands as a testament to our belief that the growth of our company is deeply rooted in the growth of our people.
- Team L&D, HR
Empowering Girl Child Education: KaShi Initiative
In a heartening collaboration between Kirloskar Pneumatic Company Limited Ahmedabad regional office and Cold Storage Association Ahmedabad, the KaShi (Kanya Shiksha) initiative has marked a significant milestone in empowering girl child education. The initiative recently culminated in the felicitation of young scholars along with their Parents at Hotel Pride Plaza, in Ahmedabad, Gujarat, underscoring the organizations' commitment to fostering education and gender equality. Mr. Rajesh Hotwani (GM- Sales) and his entire team put in their great efforts to organize this event.
Empowering Tomorrow's Leaders
The KaShi initiative, meaning 'girl education' in Sanskrit, is a testament to the belief that education is the cornerstone of empowerment. Kirloskar Pneumatic, a renowned leader in the industrial sector, and Gujarat Cold Storage Association (GCSA), a vital player in the logistics and storage industry, joined hands to support and uplift young girls in their pursuit of education who are wards of Cold Storage operators. At present Kirloskar Pneumatic Company implements this initiative at 5 locations (Agra, Jaipur, Indore, Ahmedabad & Lucknow) benefiting total 35 Girl students for the academic year 2023-24.
The recent felicitation ceremony was a momentous occasion where the achievements and potential of girl students were celebrated. These young scholars were recognized not only for their academic excellence but also for their determination to excel in various fields of study. These young scholars were felicitated with Smart watches, School Kits, etc. The felicitation was done in presence of Mr. Sanjay Grover –VP IBD, Mr. Rajesh Hotwani – GM Sales & his team, Ms. Uma Nandedkar – EA to MD, Ms. Sayali Deodhar – Sr. Manager TRM. The event was attended by President of GCSA Mr. Ashish Guru and more than 20 Committee members of GCSA from all Major districts of Gujarat. They also shared their insights with the students and their parents.
This initiative goes beyond mere recognition; it aims to break societal barriers and empower girls to dream big. By providing financial assistance and mentorship, Kirloskar Pneumatic and GCSA are enabling these young scholars to access quality education and pursue their aspirations without constraints.
A Vision for the Future
Looking ahead, Kirloskar Pneumatic and GCSA remain committed to expanding the reach and impact of the KaShi initiative. Their vision encompasses creating a ripple effect where empowered girls become catalysts for positive change within their communities and beyond.
The event concluded with happy faces of young scholars giving their vote of thanks.
- Uma Nandedkar EA to MD
The
Success Story: Strategic Partnership
Forged a Breakthrough!
Introduction
In the rapidly evolving world of manufacturing, the ability to adapt and innovate is crucial for success. This is the story of how we achieved a significant milestone in just four months by partnering with Aress Duty Forging in Nashik for the development of advanced aluminum forgings.
Challenge
The Defence Industry, known for its precision components and high-performance standards, faced a pressing challenge. They needed a new supplier capable of providing high-quality aluminum forgings to meet the rigorous demands of their latest Defence Products. The key requirements included:
y Precision engineering to ensure high performance and safety.
y Fast turnaround to align with tight production schedules.
y Cost-effective solutions without compromising on quality.
With an ambitious timeline of just four months to develop and implement the new forgings, KPCL needed a reliable partner who could deliver on all fronts.
Choosing the Partner
After a comprehensive evaluation of potential suppliers, KPCL decided to go ahead with Aress Duty Forging, a reputable firm based in Nashik. Known for their expertise in aluminum forging for more than 3 decades and a track record of high-quality production, Aress Duty Forging was selected for their advanced forging technology, skilled engineering team, and proven capability to handle complex projects within tight deadlines.
Development Process
Month 1: Initial Engagement and Design
The project kicked off with an intensive design phase. Kirloskar Pneumatic engineers worked closely with Aress Duty Forging's engineering team to understand the specific requirements and constraints of the forgings. This involved:
y Detailed discussions to refine design specifications.
y Utilizing advanced simulation tools to predict performance and identify potential issues.
y Rapid prototyping to validate design concepts.
Month 2: Tooling and Production Setup
Once the designs were finalized, the focus shifted to tooling and production setup. Aress Duty Forging invested in state-of-the-art machinery and custom tools required for the project. Key activities included fabrication and calibration of forging dies and molds, setting up production lines with precision controls to ensure consistency, and conducting initial test runs to fine-tune the process.
Month 3: Forging and Quality Control
With tooling in place, the forging process began. Aress Duty Forging's team implemented rigorous quality control measures to ensure that each component met the aerospace industry's high standards. This phase involved:
y Continuous monitoring of production to ensure adherence to specifications.
y Performing mechanical testing and inspections to validate material properties.
y Making iterative adjustments based on test results to achieve optimal quality.
Month 4: Final Delivery and Integration
As production neared completion, the focus was on final delivery and integration. Aress Duty Forging ensured that all components were delivered on schedule and in perfect condition. Key steps included:
y Final inspections and certification of the forgings.
y Coordinating logistics to meet the KPCL company's tight deadlines.
y Providing comprehensive documentation and support for the integration process.
Results
The collaboration between Kirloskar Pneumatic Company and Aress Duty Forging proved to be a resounding success. Key outcomes included:
y Timely Delivery: Despite the aggressive timeline, all components were delivered on schedule, enabling the Kirloskar Pneumatic Company to stay on track with their project milestones.
y High-Quality Forgings: The forgings met all performance and safety standards, contributing to the overall success of the Defence project.
y Cost Efficiency: The partnership resulted in cost savings through efficient production processes and effective use of resources.
Conclusion
In just four months, Kirloskar Pneumatic Company was able to overcome a critical challenge and achieve their production goals, thanks to the expertise and dedication of their chosen supplier. This success story not only highlights the capabilities of Aress Duty Forging but also serves as a testament to the potential for innovation and excellence within the manufacturing industry.
Key Contributors:
Kirloskar Pneumatic Company Limited
Mr. Sandip Adai.
Mr. Amit Bhosale
Mr. Suresh Dhavale
Aress High Duty Forgings Pvt. Ltd.
Mr. Soumil Chitnis
Mr. Abhilash Salve
Mr. Mangesh Ratnaparkhi
- Soumil Chitnis Associate Director
High Duty Forgings Pvt. Ltd.
Improvement in Paint Sludge Management: A
Cost-Efficient and Eco-Friendly
Shift
Previously, our organization managed paint sludge disposal by incineration through MEPL, incurring significant costs of Rs. 34 per kg. This method not only strained our budget but also had a substantial environmental impact due to harmful emissions. With MEPL proposing a 15% rate hike for FY 24-25, our annual paint sludge disposal cost was projected to rise even further from the current Rs. 7.53 lakh, which already constituted 60% of our total waste disposal expenses.
Root
Cause & Improvement Idea: Switching from Incineration to Recycling for Cost Reduction and Environmental Benefits
The high cost of incineration, coupled with its negative environmental impact, prompted us to seek a more sustainable and cost-effective solution. After thorough exploration, we identified M/s. Alchemist, an MPCB-approved recycler, who offered paint sludge recycling at a significantly lower rate of Rs. 14 per kg. This switch not only promised substantial cost savings but also aligned with our commitment to reducing our carbon footprint.
Improvement Done:
On 23rd May 2024, we initiated our partnership with M/s. Alchemist by sending the first lot of 3.67 MT of paint sludge for recycling. This change is set to reduce our paint sludge disposal costs by over 60%, translating to an annual saving of Rs. 5.56 lakh. Furthermore, recycling minimizes carbon emissions, making this shift a win-win for both our finances and the environment.
Benefits:
Cost Savings: The switch has reduced our disposal cost from Rs. 34/kg to Rs. 14/kg, effectively cutting down the paint sludge’s share in total waste disposal costs. We expect to save Rs. 5.56 lakh annually.
``Lower Carbon Emissions: By recycling instead of incinerating, we are significantly reducing the carbon emissions associated with paint sludge disposal.
Sustenance Plan:
To ensure the long-term success of this initiative, we will conduct regular reviews of the process, maintain a strong relationship with M/s. Alchemist, and explore similar recycling opportunities for other types of waste. This strategy not only safeguards our financial health but also reinforces our commitment to sustainable practices.
This improvement exemplifies our dedication to finding innovative solutions that benefit both our organization and the environment, setting a benchmark for future waste management strategies.
- Ganesh Kannure ACR(E)- SCM, Stores Saswad
India energy scenarios vs. role of Hydrogen and Compression Technology
Our country population is around 18% of the world population; however, we generate only 5% of the electricity in the world's total generation.
Per capita electricity consumption in India is 1200 kWh vs. the world average of 3600 kWh, so we are consuming just 1/3rd of the world average.
y Consumption includes Coal 44%, 25% Oil, Natural gas 6%, Renewable 10%, Hydropower 12%, Nuclear 2%
y The generation mix includes coal (70%), renewables (22%), hydro (5%), nuclear (2%), and gas (1%).
y Present 175 GW of renewable capacity, India targets to reach 500 GW by 2030.
y India is heavily reliant on oil imports, with around 85% of its crude oil needs being met through imports.
So, it calls for us as India to keep finding new ways of energy production and consumption. Here it seems Hydrogen is one of the options available in front of India that can be leveraged to diversify
our energy basket, which is presently too much skewed towards fossil fuels than imported ones.
Green hydrogen, produced by splitting water into hydrogen and oxygen using renewable energy sources, has garnered significant attention as a clean energy solution. One critical aspect of its production, storage, and transportation involves compression technology, which plays a vital role in making green hydrogen a viable and efficient energy carrier.
Why Compression Technology is Essential
y Efficient Storage: Hydrogen, being the lightest element, has a low energy density in its natural gaseous state. Compression increases its density, allowing more hydrogen to be stored in a given volume. This is crucial for both stationary storage (e.g., in hydrogen refueling stations) and mobile storage (e.g., in fuel cell vehicles).
y Transportation: Compressed hydrogen can be transported more efficiently over long distances, whether by pipeline,
truck, or ship. High-pressure tanks reduce the volume and weight constraints, making transportation more economically viable.
y Fueling Infrastructure: Hydrogen refueling stations rely on highpressure hydrogen to quickly and efficiently fill the tanks of fuel cell vehicles. Compression technology ensures that hydrogen can be dispensed rapidly and safely at the necessary pressures.
Types of Compression Technologies
y Mechanical Compressors: These are the most common type of compressors used for hydrogen. They work by mechanically reducing the volume of hydrogen gas, thereby increasing its pressure. There are several types, including piston compressors, diaphragm compressors, and centrifugal compressors.
y Hydride Compressors: These use metal hydrides to absorb hydrogen at low pressure and release it at high pressure. This method is highly efficient and
offers advantages in terms of safety and energy consumption.
y Electrochemical Compressors: These use electrochemical cells to compress hydrogen. They are compact and have fewer moving parts compared to mechanical compressors, which can reduce maintenance needs and increase reliability.
Applications in the Green Hydrogen Ecosystem
y Production Sites: At green hydrogen production sites, compression technology is used to store hydrogen at high pressures immediately after it is produced by electrolysis. This facilitates the efficient use of storage space and prepares hydrogen for transportation.
y Refueling Stations: Hydrogen refueling stations are critical for the adoption of hydrogen fuel cell vehicles. These stations need to compress hydrogen to very high pressures (typically 700 bar for light-duty vehicles) to enable fast and efficient refueling.
y Industrial Applications: Industries that use hydrogen as a feedstock, such as ammonia production or metal refining, require large volumes of
compressed hydrogen. Reliable and efficient compression technology ensures a steady supply of hydrogen at the required pressures.
y Energy Storage and Grid Balancing: In renewable energy systems, excess electricity generated during peak production times can be used to produce hydrogen. This hydrogen is then compressed and stored for later use, either for power generation or as a fuel, helping to balance supply and demand on the grid.
Challenges and Innovations
y Energy Efficiency: Compressing hydrogen is an energy-intensive process. Innovations are focused on reducing the energy consumption of compressors, improving their efficiency, and integrating renewable energy sources to power the compression process.
y Safety: Hydrogen is highly flammable, and its small molecular size makes it prone to leaks. Advances in compression technology are improving safety measures, including better sealing techniques and leak detection systems.
y Cost: The cost of compression technology is a significant factor in the overall economics of green hydrogen. Research and development are ongoing to develop cost-effective compression methods that can be scaled up for widespread use.
Future Outlook
The development and deployment of advanced compression technologies are pivotal for the green hydrogen economy. As innovations continue to drive down costs and improve efficiency, the role of compression technology will become increasingly important in making green hydrogen a mainstream energy solution.
By addressing the challenges of storage, transportation, and fueling infrastructure, compression technology not only enhances the practicality of green hydrogen but also accelerates the transition to a sustainable and low-carbon energy future.
- Neeraj Asati GM • D&DDesign/ACDPRODUCTS
Celebrating Research Excellence at the Herrick Conferences 2024
(July 15-18, 2024; West Lafayette, Indiana, USA)
The Herrick Conferences 2024, held in West Lafayette, Indiana, USA, once again provided a prestigious platform for cutting-edge research in compressor engineering, refrigeration, air-conditioning, and high-performance buildings. Since 1972, Herrick Labs has hosted this premier international conference, attracting over 800 industry experts from 30 countries. This year, the spotlight shone brightly on Kirloskar Pneumatic Company Limited (KPCL) through the notable achievements of its research efforts.
I’m glad to share that my two innovative research papers were published at the conference, receiving significant acclaim. The first paper, titled "Optimisation of Industrial Oil-Flooded Screw Compressors: A Comparative Analysis of Conventional and Soft Computing Approaches," was shortlisted as one of the six best papers presented. This paper delves into the optimisation of screw compressors, widely known for their efficiency, reliability, and durability. The research presents a comparative analysis of various optimisation methods, focusing on a novel Bayesian optimisation approach for oil-flooded screw compressors. By targeting rotor profile parameters and multi-objective functions, the study demonstrates how Bayesian optimisation outperforms conventional methods, providing valuable insights for engineers to enhance compressor design and operation. This paper, presented on July 16, 2024, was well received by the audience, highlighting the innovative Bayesian optimisation method.
The second research paper, titled "Advancing Sustainability: A Comprehensive Study on EnergyEfficient Screw Compressors for Biogas Applications," explores sustainable energy solutions in the modern era. This research addresses the critical need for energy-efficient engineering solutions in biogas applications. The study introduces an advanced screw compressor designed for biogas utilisation, featuring
a chamber model-based numerical simulation for indepth performance analysis. The research compares the screw compressor with conventional reciprocating compressors, showcasing its advantages in efficiency, environmental sustainability, and cost-effectiveness. Positive feedback from the audience emphasized the importance of this work in advancing sustainability.
The achievements at the Herrick Conferences underscore Kirloskar Pneumatic Company's commitment to research and innovation. Future aspects of these research endeavours include the development of prototypes for experimental validation, further enhancing the practical applications of these findings. The insights gained from these studies are poised to drive significant improvements in compressor technology, contributing to KPCL's mission of delivering cutting-edge solutions in the industry.
- Abhishek Kumar Assistant Manager • ACD - D&D
Figure: Compressed Biogas (CBG) Value Chain
The Journey to All India Rank 1 with Team Nikola Racing
The 1st of February marked the beginning of the most challenging journey for Team Nikola Racing. As we embarked on the manufacturing of our Electric two-wheeler, RUDRA, we were knowingly racing against time. Our goal was to load the vehicle by the 14th of February for its journey to Chennai, where the SAE ETWDC 2024 event was scheduled for the 17th and 18th. We had just 14 days to make a complete electric twowheeler. Despite having all the necessary designs, CAD models, and drawings from our design reviews, the task ahead was daunting.
Our first step was to manufacture the chassis. None of us had prior experience in chassis manufacturing, as we had been using an old chassis from 2019. Learning about fixtures and various welding techniques was crucial, and it took us an entire week to complete the chassis. By the 8th of February, we began assembling the vehicle, incorporating the braking, suspension, steering, motor, and electronic systems. Realizing we were running out of time, we
decided to work through the nights, for which we obtained special permissions from the college.
As the Mechanical Head of the team, I oversaw the entire mechanical aspect of the vehicle. Completing the chassis felt like a significant milestone, but the challenges were far from over. The assembly process revealed numerous small issues, starting with the steering system. We managed to assemble it, including the handles and brake lever, but faced a significant setback with the suspension system. Without a fixture to weld the mount at the correct angle, we resorted to estimating the 17-degree angle, only to face repeated failures—to be exact, we failed 11 times during the bump tests.
Exhausted and desperate, Team Captain and I decided to have a cup of tea at 8 AM, hoping for a breakthrough.
"It is a universal solution to everything," I told him.
By 8:30 AM, our persistence paid off, and we finally succeeded in securing the suspension system. We proceeded with installing the braking system and other electrical mountings, only to know that our motor and battery delivery would be delayed by two days. This news was disheartening, as it meant assembling these critical components on the loading day itself.
Despite the setbacks, we continued working on the remaining systems, implementing our innovations with some success. And as it is said, you have to work, and God will definitely help you. Our orders arrived a day early.
Barely sleeping for the last five days, taking only power naps for rest, we installed the motor and battery, but the motor failed to run during the initial tests. Our Electrical Head decided to make some changes in the code, hoping it would work. It took four hours to make the entire code change, and at 1 AM on the 14th of February, we tested the motor again. To our immense relief, it worked.
With no time to celebrate, we conducted various tests, including bump, brake, acceleration, and maneuverability tests, all yielding the expected results. The tempo
arrived in the morning, and we loaded Rudra, attaching body panels and capturing the moment in photos. Finally, our vehicle was ready for its journey to Chennai, and we took a well-deserved sleep.
Arriving in Chennai on the 16th of February, we were accommodated in college hostels where the competition was to be held. We performed final checks on Rudra, ensuring it was ready for the event. The next day was D-day, with seven events lined up, each carrying different points based on difficulty.
On the Game Day we successfully cleared the brake and acceleration tests on our first attempt, boosting our confidence. We tackled each event one by one until only the innovation round remained. But everything won't go easy. A lastminute issue with our capacitor bank innovation left us worried. We couldn't do anything about it but tackle the failure. So, we decided that we would go last for this round. Time came, and we showed various innovations, keeping the capacitor bank for last. We presented calculations for it. To our relief, the judge was impressed and didn't cross-verify the actual working of the innovation. Maybe God was with us, pulling us out of each difficulty.
Having completed all the events, we anxiously awaited the results, which would be announced the following day. The final day came, and the prize distribution ceremony
began. It started with speeches, heightening our nervousness. Now, it was time for the prize distribution, and the first category was Best Design, "TEAM NIKOLA RACING" was announced. Was announced. We all were ecstatic. Securing All India Rank 3 in Design was an unexpected delight.As the ceremony progressed, no further awards came our way, and we began to lose hope. At last, the most significant and important category was about to be announced. When the countdown for the Overall Performance award started, we resigned ourselves to having just one prize. But as the countdown reached its climax, it was like "3...2....1.... And the winner is TEAM NIKOLA RACING."
it wasn't normal. When I arrived at Nashik Road Railway Station, my home city, my brother greeted me and said there was something big planned for me. I thought maybe some best food had been prepared, but the reality was different. Dad had arranged for dhol-tasha, and as soon as I entered our colony, the drums banged, and everyone welcomed me just like I had won a World Cup for India.
We literally started to shout, erupted in joy, and rushed to receive our award. Team Nikola Racing is All India Rank 1 in Overall Performance.
Overwhelmed with emotion, I called my mom, breaking into tears as I shared the news.
"ALL INDIA RANK 1, MUMMI, AAMHI JINKLO," I exclaimed.
She was happy and shocked as well. With me, she started to cry. For the first time, I heard my dad's voice was numb. I think he was emotional too, maybe holding tears in his eyes.
Our efforts, sleepless nights, and relentless determination had paid off. We celebrated with a party organized by our college, revealing our victory. We all danced like we were dancing at a wedding.
Now it was time to depart for home, but it was different now. We are winners, AIR 1 Team, so
And I got my best moment that everyone dreams of. My dad came to me and hugged me tightly and said,
As soon as I heard it, I cried, and along with me, he cried too.
It was a time when I realized that I had achieved a great milestone, and it would be remembered forever.
I am greatly thankful to Team Nikola Racing for such great learnings and memories. Our journey with Rudra at SAE ETWDC 2024 was a testament to our perseverance, teamwork, and unwavering spirit.
- Mohit Gharate GET, ACD D&D CENTRI
Discovering My Strength and Passion:
Reflecting on my journey over the past six months in the ACR department, I am filled with a sense of accomplishment and a deeper understanding of the intricate workings of our field. As a Graduate Engineer Trainee, my time in the ACR department has been an invaluable learning experience, shaping my skills and broadening my knowledge base.
Process Workings and Pipe Material Specification: My introduction to the ACR department was an immersive dive into the process workings of Vapour refrigeration systems and Gas systems. Understanding the workflow and the critical aspects of Pipe Material Specification (PMS) was fundamental to my role. This foundational knowledge allowed me to appreciate the complexity and precision required in our projects. My experience with 2D drafting and 3D modeling tools was equally enriching, providing me with the skills to visualize and design efficient systems. These technical skills are vital for any engineer in our field, and I am grateful for the opportunity to hone them. In addition to 2D and 3D modeling, I received training in creating layout structures, including platform and base frame designs, and interpreting Project Bills of Materials (PBM). I learned to compile detailed PBMs, ensuring all necessary components were accounted for
and met the required specifications. Furthermore, working on preliminary layouts and equipment plant layouts helped me develop a keen eye for detail and spatial arrangement. A significant part of my learning involved the insulation of pipes and equipment. I gained a thorough understanding of the insulation factor for piping and equipment, which helped me comprehend the need for effective insulation. Additionally, I learned about the materials required for insulation, further enhancing my knowledge in this area. The real-world application of theoretical knowledge solidified my understanding and boosted my confidence. Moreover, the guidance and mentorship from experienced seniors were invaluable. Their insights, tips, and shared experiences were a constant source of learning and inspiration.
Practical Operations: I visited Saswad, the ACR production plant, where we bring our projects to life. This hands-on learning provided me with valuable knowledge about the actual appearance and installation of structures, canopy, supports, pipe fittings, gauges, and valves. I also gained insight into the practical application of insulation and cladding, as well as a deeper understanding of how our processes work in reality. This visit bridged the gap between theoretical knowledge and real-world implementation, giving me a more
- Aditya Shejole, GET A 6-Month Reflection.
comprehensive understanding of our projects.
Looking Ahead: A New Chapter in ACD
As I transition to the ACD division, I am excited about the new opportunities and challenges that lie ahead. The ACR department has laid a strong foundation, and I am eager to build upon it by delving into product design and development in ACD. In ACD, I will focus on the creative and innovative aspects of our field, learning about product design and development.
My six months in the ACR department have been transformative. I have discovered my strengths, ignited my passion for engineering, and equipped myself with skills that will serve me throughout my career. There is much more to learn, and I am ready to embrace this exciting journey with enthusiasm and dedication. Thank you to everyone who has been a part of my journey so far. I look forward to the next chapter and the continued support and mentorship from my colleagues in the ACD department.
A proud moment of my working life:
In 1996, I left India for Malaysia on my first job overseas. I was supposed to be leading a Power plant project in Malaysia, but the project was delayed due to government approvals. I was asked to take over as site-in charge of the Kuala Lumpur International Airport project in Sepang. The company I worked for had taken the contract to erect 11000 tons of roof steel structure. People who had visited the Main Terminal Building would have partly seen the weirdly designed roof, which is a hyperbolic paraboloid structure.
I was given the task of completing the roof steel erection in 18 months, which required meticulous planning, given the inclement rains of Southeast Asia in consideration. Our direct client was a consortium of Japanese corporations. Those who have worked with Japanese will know that they are sticklers for commitment.
We faced challenges each day. Working in heights was the main risk, and we had to do daily toolbox meetings to ensure that the message was passed on to the multilingual work force. Nine months into the project, we had not even reached 50% of completion. The Airport management was worried that the project may be delayed and started weekly meetings to push the work forward.
One day, I was standing on the departure level floor and giving out specific instructions to a team in the walkie-talkie. Someone tapped me on the shoulder, and I turned back. A policeman was standing behind me and I froze. Behind the policeman stood Dr. Mahathir Mohammed, the then Prime Minister of Malaysia, with the Airport officials.
In his soft voice, he asked how the
work was going and if we would be able to complete the work on time. I said, "Sir, we are behind schedule as of today but will catch up." He said, “Thank you,” and continued with his entourage.
That evening, I was summoned to attend a meeting with the Airport officials and the Japanese Consortium to fix the date of the erection of the last steel truss so that it could be done in the presence of the Prime Minister. I asked for a day to work out the schedule and committed the date of January 31st, 1998.
Two weeks after this meeting, a severe cyclone hit the site and threw everything out of gear. It took 3 weeks to restore everything and begin normal work. Apparently, this had been reported to the Prime Minister’s office. We then had weekly visits from the PMO, Deputy PMO, PWD Minister, and others, though they didn’t interfere in the day-today work.
Fast forward 3 months to the completion date, and we were at about 60% completion. We had to deploy 2 shifts to speed up, while safety remained our top priority.
We made up for the lost time and reached the climax, and the last truss (No. 156) was ready to be flagged off for erection by the PM himself. He arrived in time, and after introduction to the team assembled, he asked for a permanent marker to sign off on the last truss. It was given to him, and he signed it. He called the Japanese Consortium Head to sign and my company MD to sign. I was ready to give the command to the crane signaler to start. The PM looked at me and beckoned me to sign on the truss. I was in a state of shock and could not move. My boss nudged me, and I walked to the
steel truss, praying to all the gods that this last truss fitment must go without any hiccups. I signed on the truss, and the PM waved the green flag. I gave the go-ahead command on the walkie-talkie, and the crane started to lift. In 20 minutes, the truss perfectly fit into its position, and we secured the truss, and I came down the scaffolding with a sense of achievement. The PM shook hands with many other dignitaries, and I got my turn too.
Those were no smart mobile phones to click such moments. I was above the clouds at that time.
The very next day, the Japanese Consortium had organized a dinner meeting with all contractors involved in the construction, and our company was awarded the 'Safe Contractor' Award and the 'Best Contractor' Award.
It has been 26 years since this happened. I have travelled numerous times through this beautiful airport. Every time I walk through this airport, I take some time to stand near the column that supports the last truss to reminisce about the feelings. I also walk close to the columns where we faced hardships and issues during the work, thinking of how we overcame them.
I would walk away, saying to myself –“you survived the storm successfully and are now seeing the fruits of the hard work”.
- Anbarasan R AVP • Sales & Business DevelopmentPGS
A New Chapter Begins!
As a newly appointed Graduate Engineer Trainee (GET) at Kirloskar Pneumatic, I recently had the opportunity to participate in a 15-day orientation program. This program was specifically designed to integrate us into the Kirloskar Pneumatic family, providing a thorough understanding of the company's operations, products, work culture, mission, vision, and values. The experience included insightful presentations by senior leaders, informative shop floor visits, and an ethics workshop, all of which were profoundly enlightening.
The journey began with a series of presentations from key figures across various departments. We were introduced to the processes, products, and innovations behind our offerings through sessions led by experts from departments such as Design & Development, Production, Project Execution, and Sales. The D&D team provided a glimpse into cutting-edge technologies and the future of compressors, which was truly inspiring. The Project Execution team offered a behind-thescenes look at our manufacturing processes, illustrating the meticulous attention to detail that ensures product quality. The Sales and Marketing department told us about how we engage with clients and the strategies that drive our market presence.
Our leadership team also played a pivotal role in the orientation. Our MD, K. Srinavasan Sir, motivated us and provided guidance for better progress and a longlasting career at Kirloskar Pneumatic. Mr. Deepak Lokras Sir, President & Business Head (ACD, PGS & TRM), shared his inspiring journey from being a GET to reaching a leadership position within the company.
Additionally, Mr. Aman Kirloskar Sir, Business Head (ACR), gave an overview of our company’s products.
A highlight of the program was the shop floor visits to the Saswad and Hadapsar plant facilities. These visits provided practical knowledge about each part and
product, from production to assembly. Observing the manufacturing processes firsthand was an invaluable experience that deepened our understanding of the company's operations.
The orientation was not just about understanding the technical and operational aspects of Kirloskar Pneumatic but also about embracing the company’s culture and values. We participated in interactive workshops and engaging activities focused on inculcating values such as teamwork, discipline, cooperation, coordination, and ethics.
The orientation also covered various non-technical aspects, including Learning and Development (L&D), the Shashwat system, and discussions related to the Integrated Management System (IMS). We were introduced to the rewards and recognition program, which served as motivation for all of us. A session on the Prevention of Sexual Harassment (PoSH) ensured we understood the importance of women’s safety in the workplace. Additionally, we were briefed on the company's rules, regulations, and work culture, as well as the various sports and other events organized by the company, which foster a sense of community and well-being among employees. These activities not only promote physical health but also strengthen team spirit and coordination.
A one-day workshop on Values and Ethics highlighted the importance
Kirloskar Pneumatic Company Limited
of these principles in our daily work. It aimed to deepen our understanding of core values and ethical standards, exploring their impact on professional behaviour and decision-making. Through engaging discussions, various sessions, and practical exercises, we gained valuable insights into integrating values into our work.
As the program wrapped up, I felt a profound sense of connection to Kirloskar Pneumatic’s mission and values. The insights I gained into our products and processes were invaluable, but it was the emphasis on our work culture and ethical standards that truly resonated with me. This orientation was more than just an introduction; it was a comprehensive foundation that will guide me throughout my career here.
We are grateful to be part of a company that values its employees' growth and development so deeply.
My SQL Journey
It has been over two years since I started working at KPCL. My career began as a Junior Planning Engineer at my previous company, where I was responsible for manufacturing electrodes for EDM machining of plastic injection molds. After two years, I transitioned to the role of an ERP Engineer as the company’s rapid growth necessitated a dedicated person to manage the ERP software. This role was both challenging and exciting, as ERP software is crucial for data management and creating various reports and dashboards that help forecast the company’s growth and identify pain points. My responsibilities included creating dashboards and presentations to showcase the tool room’s machine utilization.
After spending five years at my previous company, I decided to switch to IT and become a functional ERP consultant. I got an opportunity at KPCL, where I learned that they use the Oracle ERP system. KPCL has integrated their business processes into Oracle ERP, covering everything from booking sales orders to dispatching products, including compressors, gearboxes, and air refrigeration projects. The system also incorporates modules for vendor management, WIP jobs, and purchasing.
In addition to these modules, I learned about Oracle databases and SQL. SQL is a powerful language for extracting data from databases and creating reports and dashboards. In my previous company, the ERP system was customized, and I had to rely on pre-installed reports, which lacked flexibility. However, with SQL, I can meet users’ requirements and provide real-time data. Various email alert notifications also help users work more efficiently.
I began my SQL journey two years ago when I joined KPCL. Asawari Mam provided me with Oracle SQL textbooks to
The 15-day orientation has not only prepared me for the challenges ahead but has also ignited a sense of pride and enthusiasm about contributing to Kirloskar Pneumatic’s continued success.
We would like to express our appreciation to each leader for their valuable knowledge and to the HR department for organizing this incredible program. Special thanks to Ankita Ma’am for smoothly onboarding us and for organizing and executing the entire orientation program flawlessly.
- Abhishek Gaikwad GET
study, and Avinash Sir taught me the basics of SQL. I have been learning from both of them every day. I have learned to extract data from the database and provide it to users according to their requirements. My managers trust me to get the job done correctly. I have started using SQL to retrieve data and create procedures used in Industry 4.0 (IoT) at the Saswad Manufacturing unit. I have been using SQL to migrate the errored-out data from PLM to Oracle. Every day, I improve my query-writing skills with the support of my colleagues and managers. We are currently working on dashboards that will allow users to view data on a single page.
I am about to receive my SQL certification, which will enable me to handle critical projects in the future, thanks to Parag Kulkarni sir for encouraging me. I am grateful to all my managers and colleagues who have helped me whenever I faced challenges. Special thanks to those who assigned me tasks that deepened my understanding and sparked my interest in learning SQL. Switching from the core manufacturing industry to IT was really challenging for me, but now I find it thrilling to do the job and resolve users’ queries using SQL. This journey has no destination; the learning will never stop.
- Tanmay Deshpande Senior Officer • IT
ACR – Sales, Delhi
RANDOM THOUGHTS
Just a few random thoughts, That puts you in difficult spots.
These urges from the heart, Might give life a fresh start.
In seeking clarity and direction, We often find ourselves in reflection.
Darkness within needs a guiding light, To keep random thoughts from taking flight.
Life is a journey with trials and tests, It's the choices we make that shape our quests.
Embrace the randomness, let it guide, But give your mind some peace inside.
-
Shubham Bharatiya Asst. Manager - PGS
From the Artistic Lens
- Aumkar Desai Sr. Engineer ACRProjectExecution
Artistry Corner
Sr. Manager -Project Execution(ACD)
-Aradhya Son of Mr. Santosh Pawar Senior Manager - NMD
- Anish Son of Mr. Sachin Waghmare,
Pixel Art by - Gaurav Malpani GET
Kirloskar Pneumatic Company
Kirloskar
Artistry Corner
Sketches autographed by the celebrities like Dr. A.P.J. Kalam, Baba Ramdev, Shivshahir Babasaheb Purandare, Yuvraj Singh, Priyanka Chopra, Ashok Saraf, Bharat Jadhav etc
Artistry Manhour: 38 hours
Artistry Manhour: 68 hours
Sketches by - Aniket Arulkar
Sr. Officer Corp - IT
WISDOM AT WORK
WHY AI to HOW AI
While studying in the third year of Mechanical Engineering at Sinhgad College of Engineering, Pune, I got the opportunity to assist Prof. Gaurav Dave on a project based on Application of AI-ML in Mechanical Engineering, with the project title- AI based Realtime Deployment of Centrifugal Pump Machine Fault Diagnosis System - Endto End Cloud Native Solution.
Prof. Dave, Assistant Professor at Smt. Kashibai Navale College of Engineering, started working on the project in March 2022 during his PhD research at the research centre of the Mechanical Department of Sinhgad College of Engineering and formed an erudite team of our esteemed faculty members including Dr. Amar Pandhare and Dr. Dhananjay Khankal. The inclusion of Dr. Atul Kulkarni, Chartered Engineer Director of Corporate Relations at Vishwakarma Institutes and
University, in our team proved to be an embellishment as he monitored the research progress and provided his expertise.
Prof. Dave knew me as he is one of the faculty advisors for the STES ROCKETRY TEAM of which I have been a part for almost three years now. So, in September 2023, when he offered me to work along with him on the project, quite naturally I was very excited as this project was not only going to give me a lot of exposure to the in-demand AI-ML field but I was also getting a chance to work with my team’s faculty advisors- Dr. Dhananjay Khankal, Dr. Amar Pandhare, and Prof. Gaurav Dave as a part of their team which felt like an honour.
Now, the fundamental questions of WHY, HOW, and WHAT to understand the need, the working, and the applications & way forward for AI based Realtime Deployment
of Centrifugal Pump Machine
Fault Diagnosis System - Endto End Cloud Native Solution WHY?
The project is aimed to monitor condition of CPM/hydraulic machine using AI for real-time fault diagnosis. Why? -Because malfunctioning and sudden failure of these systems not only result in downtime but such system failures in places of dams and mines prove to be fatal, a personal experience that inspired Dave sir to find a solution.
HOW does it work?
As the name suggests, the project involves deriving a step-by-step process loop based on AI to diagnose and predict faults in a CPM system. Here is an expanded and more detailed summary of each step in the procedure for the AIbased real-time deployment of a centrifugal pump machine (CPM) fault diagnosis system:
1. Data Acquisition
y Sensors Installation: Centrifugal Pump Machines (CPMs) are outfitted with a network of IoT-based sensors. These sensors are strategically placed to monitor various parameters such as vibration, temperature, pressure, and flow rate.
y Data Collection: The sensors continuously gather real-time data, which is then transmitted to a centralized data acquisition system. This step ensures a comprehensive dataset that reflects the operational status of the pump over time.
2. Signal Processing and Classification
y Data Analysis: The raw data from the sensors is subjected to signal processing techniques. This includes filtering to remove noise and enhance signal quality.
algorithms are employed to classify the processed signals into different categories, such as normal operation, minor anomalies, and critical faults. This classification helps in early detection and diagnosis of potential issues.
3. Data Preparation
y • Data Storage: The acquired data is saved in structured formats such as Excel or CSV, ensuring it is organized and accessible for further analysis.
y • Data Cleaning: This involves handling missing values, correcting errors, and normalizing the data. Cleaning the data ensures that it is accurate and reliable, which is crucial for subsequent analysis steps.
4. Data Visualization
y Tool Utilization: Visualization tools like Power BI, Tableau,
and Excel are used to create graphical representations of the data.
y Analysis Types:
• Univariate Analysis: Examines individual variables to understand their distributions and detect anomalies.
• Bivariate Analysis: Explores relationships between two variables to identify correlations or dependencies.
• Multivariate Analysis: Involves multiple variables to uncover complex interactions and patterns within the data.
• Insights: The visualizations help in identifying trends, outliers, and patterns, providing valuable insights that guide further data processing and decisionmaking.
5. Exploratory Data Analysis (EDA) and Feature Engineering
y Hypothesis Testing: Statistical tests are conducted to validate assumptions and hypotheses about the data, ensuring the robustness of the analysis.
y Feature Engineering: New features are derived from the existing data, which can improve the performance of machine learning models. This includes creating aggregate features, polynomial features, and interaction terms.
y Model Preparation: The refined dataset, with enhanced features, is now ready for building predictive models.
6. Machine Learning Pipeline
y Model Selection: A comprehensive pipeline is created to test and validate multiple Machine Learning models, selecting the bestperforming one based on predefined metrics.
y Transfer Learning: Utilizes pre-trained models and adapts them to the specific dataset, speeding up the training process and improving accuracy. This technique also allows the model to evolve with new data, maintaining its relevance over time.
y Data Leakage Prevention: Ensures that the training data does not inadvertently include information from the test set, which could lead to overly optimistic performance estimates.
7. Model Deployment
y Cloud Deployment: The chosen model is serialized (pickled) and deployed to cloud platforms such as AWS, Azure, or Google Cloud.
y Cost Efficiency: Leveraging cloud infrastructure reduces the need for expensive on-
premises hardware, lowering overall costs.
y Security: Cloud platforms provide robust security features, including data encryption, access control, and compliance with industry standards, ensuring that client data is protected.
8. API Development
y Backend Integration: An API (Application Programming Interface) is developed to interact with the deployed model. This allows for seamless integration with other systems and applications.
y Frontend Interface: The user interface includes sample input files (spreadsheet/CSV) for clients to upload data and receive fault predictions.
y Automation: The entire process can be automated through the integration of IoT servers and cloud infrastructure, facilitating real-time fault detection and response.
9. Client Monitoring and Fault Detection
y Application Access: Clients or relevant government bodies are provided with access to an online application where they can monitor the health of their CPMs.
y Fault Notification: The system is designed to automatically detect faults and notify both the client and relevant service industries. Notifications can be sent via email, SMS, or in-app alerts.
y Preventive Measures: By providing timely alerts, the system helps prevent potential damage, operational downtime, and accidents, enhancing overall safety and reliability.
10. Feedback Loop
y Feedback Forum: Clients can provide feedback on the system's performance through
an online forum. This feedback is crucial for continuous improvement.
y System Rectification: The feedback is analysed and used to refine the initial stages of data preparation and model development. This iterative process ensures that the system remains accurate and effective, adapting to new data and operational conditions
This procedure outlines a robust and comprehensive approach to deploying an AI-based fault diagnosis system for CPMs, utilizing advanced technologies in IoT, data processing, machine learning, and cloud computing to achieve efficient and effective machine maintenance and monitoring.
WHAT are the applications? WHAT is the way forward?
This system is customisable, and when installed in hydroelectric dams and mining facilities can maintain equilibrium and avoid failure of water pumps. Apart from hydraulic machines, the applications can be further expanded to compressors and accumulators. Applying this procedure to various machine systems will ensure automatic fault detection and prediction which will lead to better safety and reliability. Before my work on this project, I wandered in the ‘WHY AI?’ territory. And now that I have an idea about what it can mean for safety, I walk away with ‘HOW AI?’
I am grateful to Dave sir for bringing me on board, exposing me to this field and knowledge, and playing a part to change my attitude towards it. We as a team hope that our project expands and involves various applications going forward. Atharva Shinde
S/o Mahesh Shinde
DGM Sales - ACR (E)
Setting a Hoshin (Goal)...
When you are lost on a highway, a road map is useful......, but when you are lost in a terrain whose topography is constantly changing, a roadmap is of little help.
A simple compass--which indicates the general direction to be taken and allows you to use your own ingenuity in overcoming various difficulties, is much more valuable.
Thus, a Hoshin is a simple device that indicates the general direction to be taken in overcoming various difficulties…
Hoshin is a Japanese word which means “Direction Needle”. A much-needed tool to develop our AOP’s and LRP’s. A tool to give a perfect direction, where we are heading, and what are its results at every stage.
Why Hoshin?
y To Create an Organization Capable of Sustained High Performance
y To Create a Corporate Constitution that is Capable of Continuously Producing Results
y Achieving Breakthrough Improvement on Critical Problems
y Rapid Response to Changing Environment by aligning resources to the new direction Hoshin is associated with the gap between the current situation and the aspiration level, as given in the exhibit.
There is always a Difference between the Current Situation and Aspiration Level. This difference results in GAPS. Gaps are basically of 2 types.
Occurrence Type Problem:
This type of a Gap occurs when there is a gap between the Current Situation and Basic Standards. If the Operation or Results are Substandard then the Problem is called Occurrence type Problem. For example, the defect rate. If the current standard is 5000 ppm and KPCL’s present set standard is 2000 ppm (Ultimate 500 ppm), then there is a gap between basic standards and current situation. This is called as occurrence type problem.
This problem which already exists and you want to solve it to bring it to Normal, extensive use of Kaizen’s are necessary.
Setting Type Problem:
This type of a Gap occurs when
there is a gap between the Current Situation and Ideal Situation. If the Operation or Results are Above Standard, but there is a need to Improve the current situation then the Problem is called Setting type Problem. Here the Gap is created by setting higher targets. Let’s take the same example. If current standard is 5000 ppm and KPCL’s present set standard is 2000 ppm and if KPCL still wants to bring it to 500 ppm, then the problem is setting type problem. Here you set a Problem and you work for it.
Hoshin is mainly characterized by being geared towards solving setting type problems.
To achieve company Vision and mid to long term Targets/ Goals, we should not settle for the current situation. We should always be aware of the Gaps between the Ideal Situation and Current Status.
In the exhibit, the Gray dotted line refers to the No Kaizen Situation – that is, when there is no kaizen the company will not achieve any improvement over time.
The Blue Line shows the amount of Improvement that can be achieved by the means of Kaizen and no big vision or targets involved
But the Red Line shows the amount
This gap is bridged by Hoshin. Hoshin is a Company-wide system that continually implements such current situation reform activities. It helps a company to continually nurture an environment in which the company is constantly ready to take up new challenges.
Hoshin Definition:
It is a system which aims to:
y create an organization capable of sustained high performance, and produce results by:
y Setting mid-long term Management Plans and Annual Hoshin,
y Prioritizing activities and resources,
y Involving members from top to bottom who clarify targets and activities from their own positions
y Turning over the Management Cycle (PDCA) and performing checks and follow-ups made during implementation of Hoshin
So that the whole organization goes in one direction with members taking initiative.
Hoshin Examples
Hoshin Facilitates Breakthrough Activities. A Few Examples are
art information management.
y New Project Initiations –like New Plant, Extensions, Additions, etc.
y Improving Labor Relations in the Organization to contribute to global vision by introducing new schemes, activities etc
y Improving on certain Key Performance Indicators like Cost, Quality, Errors, leadtime, etc
y New Innovations or Technologies for producing high valued products, etc.
Benefits of Hoshin:
to lack of problem identification
Setting unrealistic targets
Setting easy targets
Setting short-term objectives, not long-term strategies
Lower levels of the organization not understanding their contribution to corporate mission/vision
Lack of understanding of crossfunctional objectives
Bottom-up, instead of top-down approach
Focus on results and not process
Focus on the individual, not the team, No PDCA
The budgeting cycle happens before the Hoshin process
y Viewed as an administrative exercise, not a development opportunity
Steps to develop Hoshin:
y Communication of vision (Annual/Mid/Long/)
y Understanding of problems.
y Involvement in planning of those who will carry out the implementation.
y Alignment of individual efforts with company’s vision and the business goals.
y A built-in continuous improvement cycle (PDCA) Common Mistakes:
y Setting the wrong targets due
Amol D. Dhasade Sr. Manager - ACD (SCM)
In our fast-paced world of engineering, where every detail counts, we sometimes overlook one of the most powerful tools at our disposal: documentation. I know, it’s not the most glamorous part of our jobs, but trust me, it’s the backbone that holds everything together. As we navigate the challenges of workforce changes, customised projects, and the everpresent need for precision, having good documentation can make all the difference. Let’s dive into why it’s so important and how it can help us keep moving forward.
1. Keeping Things on Track When People Come and Go
Let’s face it—people move on, roles change, and new faces join the team. It’s just part of the game. But when someone with years of experience leaves, they take a ton of knowledge with them. This can leave us scrambling to figure out where things were left off or how to
The Strategic Role of Documentation in Engineering: Addressing Key Challenges Together
move forward with a project.
Here’s where documentation steps in like a trusty sidekick. By keeping detailed records of our designs, processes, and decisions, we can ensure that no one’s hard-earned knowledge slips through the cracks. When someone new steps in, they’ve got a roadmap to follow, making transitions smoother and keeping our projects on track. It’s like having a playbook that anyone can pick up and run with, no matter who’s in the game.
2. Tackling the Complexities of Custom Projects
We all know that our work isn’t one-size-fits-all. Every project is unique, with its own set of challenges and requirements. Customisation is what sets us apart, but it also means there’s a lot that can go wrong if we’re not all on the same page.
Good documentation is like the
glue that holds our customised projects together. It ensures that everyone—from the design team to the folks on the shop floor—knows exactly what’s needed. By documenting every step of the way, we avoid misunderstandings, keep the quality consistent, and make sure our clients get exactly what they asked for. It’s about making sure there are no surprises, just solid, reliable results.
3. Ensuring We Don’t Miss a Beat
In our line of work, projects can stretch on for months or even years. Keeping things consistent over that time can be a challenge, especially when teams change or new tools and technologies come into play. But consistency is key to maintaining the high standards we’re known for.
This is where documentation shines. By recording everything
we do, we create a sort of “company memory” that we can rely on. It helps us maintain the same level of quality, no matter how long a project takes or who’s working on it. Plus, it gives us a solid foundation to build on for future projects, so we’re not starting from scratch every time. It’s like having a blueprint that ensures everything we do is just as good as the last.
4. Making collaboration and learning easier
We’re a team, and teamwork is all about communication. Whether you’re in design, manufacturing, or quality control, you need to know what everyone else is doing to keep things running smoothly. And when new people join us, they need to get up to speed quickly.
Documentation makes this possible. It’s like having a shared language that everyone understands. It helps us work together better, solve problems
faster, and make sure no one is left out of the loop. And for new team members, having access to well-documented processes means they can hit the ground running, contributing to our success right from the start.
5. Fueling Continuous Improvement and Innovation
We pride ourselves on being innovators, but innovation doesn’t happen in a vacuum. It’s built on the lessons we’ve learned, the challenges we’ve overcome, and the successes we’ve achieved. All of this needs to be documented so we can build on it and keep pushing forward.
Good documentation is like a springboard for innovation. It allows us to look back, see what worked and what didn’t, and make informed decisions about where to go next. It’s about creating a cycle of continuous improvement that helps us stay
ahead of the curve and keep delivering top-notch results to our clients. Plus, it’s a great way to show that we’re serious about maintaining our high standards, not just meeting them.
Wrapping It Up
So, here’s the bottom line: Documentation might not be the most exciting part of our jobs, but it’s one of the most important. It’s the key to keeping our projects on track, maintaining our high standards, and making sure we’re always moving forward, no matter what challenges come our way. As we continue to grow and take on new challenges, let’s make sure we’re all committed to documenting our work. It’s not just about keeping records—it’s about setting ourselves up for success, today and in the future.
- Dr. Suraj Abdan
A Travel to Cardamom Hills (Kerala)
This world is so beautiful, and the eyes that see it are so gifted. Mother Nature always surprises us with unexpected things and findings. That’s how I got surprised by her when I visited the Cardamom Hills in December 2023. As we all know, Europeans initially came to India to purchase spices like cardamom, pepper, cloves, dry ginger, turmeric, cinnamon, etc.
Cardamom Hills are situated in the southern part of the Western Ghats, spanning across southeast Kerala and the southwest part of Tamil Nadu. Neither the railway station nor the airport is within a stone’s throw distance. For us, we found that reaching Dindigul Railway Station (Tamil Nadu) from Chennai would be the best way to make the commute. From Dindigul Railway station, we got picked up by our friend. It was a 2 and a half-hour journey to his home. As it was a mid-night, we missed to enjoy the aesthetic views of nature and did not have the feel of hairpin turns.
Our final destination was a small village near Nedunkandam (1100 meters above mean sea level), Idukki District, Kerala. The next day, it was a foggy morning scene, and I realized that this village is in a part of the Forest. The primary metier of the local communities is observed to be Cash Crop Cultivation. The popular Cash Crop plantations in that region are cardamom, pepper, coffee, and cinnamon, as the annual rainfall and ambient favor them.
We visited our friend’s cardamom estate, for which we had to travel 5 km from the village, and it gave us an off-road Jeep safari sensation. We observed that each estate owner must have a Jeep, which seems to be an inevitable part of
their transport. Jeeps are commonly used in this region because of their durability, versatility, and off-road capabilities.
The temperature observed to be not less than 24˚C, which is an optimal condition to have a good yield, as said by locals. Further, they said the cardamom plant will start to yield in the third year of planting. The more you treat the plant well, the higher the yield is (like weeding the field thoroughly, rain feeding, and irrigation requirements). Nevertheless, they are grown in the rainforest canopy; it is what the cardamom plants need. Thus, we can understand that complete deforestation is not required for cardamom cultivation. Ensuring the tree density is not reduced amid cardamom cultivation, the state government has already enforced suitable laws for the prevention of the cutting of trees and forest areas. However, the branches may be cut to have better shade regulation. Not much fertilizer is used for the cardamom cultivation, as they are naturally fed by the fallen leaves of the forest. Also,
we witnessed the woody climbing (black) pepper plants maintained as intercrops.
The workers on the field were so busy picking the well-ripened cardamom capsules when we reached there. They observed to be expertized in picking the ripe capsules, which is very essential in retaining the green colour of the cardamom to the maximum extent during the curing process. Also, ripened capsules will be big in size, which will have more value in the market.
They said that the picking is carried out at an interval of one month (September to December). We took the raw capsules to a curing mill (in the nearby town) in jute bags for the post harvesting processes. The cardamom processing mill seems to be similar to a rice mill. The capsule lot was poured into a water wash machine which ensures the removal of pesticides, muds and other impurities. Then the capsules were transferred to a drying chamber (oven), where the moisture was removed from 80% to 10% by maintaining 40 to 50 ˚C. This spice merchandise in high demand will have a high value in the market only when the temperature during the drying process is meticulously maintained (to ensure the retention of greenness).
of Tamil Nadu from the verge
We then received a previous lot of cured cardamoms and took them to a grading mill nearby, where the cardamom was segregated size-wise and quality-wise. The produce was then taken home for dispatching them to the applicable depots later. Our friend said that the traders (wholesale) from mainly Maharashtra, Gujarat, and Tamil Nadu will buy this
Malai, Ramakkalmedu, Kerala. On the day of our return to Tamil Nadu, we had to travel for almost 70 km, which was full of hairpin turns. In the course of this return journey, we enjoyed the landscape views of tea estates and Water Falls as well. Those who were sitting in the back seat of the Jeep experienced a severe (travel sickness) when we were passing through the
Indeed, this tour was an experience of immersion in nature, and we had a very good opportunity to learn about the Cash Crops Cultivations.
Kuravan Kurathi Statue
districts
of Kuravan-Kurathi
- Vijay. S ACR - D&D (Ref Projects), Chennai.
Kundalika Valley falls
Kundalika
Operation HeadHadapsar
TAPOLA BOYS: A Team Bonding Experience
Recently, I watched a Malayalam movieManjummel Boys, which became a big hit even on OTT platforms and had a great story of friendship between a group of middle-aged men who have been friends since childhood. While enjoying their daily family life, they all hang out together when they are going out for a trip, and on one such trip, they travel to Guna caves in Tamil Nadu. While enjoying their thrills and carefreeness, one of their friends gets stuck in a hole. Will they be able to save their friend, or will things go south? This is the story, which I am not going to disclose for those who have not seen the movie. But why did I name this article “Tapola Boys”? Because I could not come up with any other name in my head.
Therefore, this article is not about the movie but a trip to Tapola, which was made in April 2024 by bringing together all the teams, i.e., supply chain, production, machine shop, engineering, marketing, and quality departments. We all went to Tapola for a two-day trip to explore the base line of ‘team bonding,’ meaning encompassing a wide array of activities and events designed to help employees get to know each other better, interact more, and build trust with one another. We left on Saturday in the afternoon in a Traveler and played songs from the 90s (the best era of music lovers) throughout our way to the spot, which was a resort built like a Tree House (without a tree). The structure
of the resort reminded me of KIM (Kirloskar Institute of Management) because every floor is like the ground floor, where you can get lost. In the evening, when we arrived, there was a power issue, but it was immediately resolved, and then began the slew of activities like karaoke singing, dancing, and sharing experiences and stories with each other. For some reason, it was different than my previous experience, where we went trekking to Raigarh and Rajgarh. People were not exhausted and stayed up till 3 AM in the night.
The next day in the morning, we had planned to go visit a famous Bhagwan Dattatreya temple, and it could only be reached by boat riding. Not only did we get to do boat riding, but we also played antakshari, which was a ton of fun. After visiting the temples and clicking a lot of photos and making videos of boat riding, we went back to our place and packed our bags to go back home. On our way back, we visited ‘Mapro,’ which is a famous brand company in Mahabaleshwar for all sorts of edible products, and took
some strawberries, which are the delicacies of the place. After reaching the office, we bid each other farewell and went home.
Through this trip and team bonding experience, we learned a lot of things:
y Everyone felt more connected to the group.
y Without communication or cultural barriers holding employees back, they are free to speak their minds about potential issues that might have impacted their productivity.
y The team was more synchronized.
y Our work got completed faster when everyone was on the same page and worked toward the same goal
Therefore, once a year, a trip like this is required to bring everyone
- Vaibhav Joshi Senior Engineer (ACD-SCM)
Trek to kalu waterfall...
Hello everyone,
On July 13th, 2024, my wife and I joined a trekking group from Pune to explore the stunning Kalu Waterfall, guided by a local expert from the base village. Located near Khireshwar in the Malshej Ghat region, this waterfall is the tallest in the area, cascading from a height of about 1200 feet.
The trek, an easy one-hour to 1.5-hour journey, takes you through lush green landscapes and offers a perfect blend of adventure and tranquility. While the trail is usually straightforward, the monsoon season adds a challenge with multiple stream crossings. The best time to visit is between July and October, when the waterfall is at its peak.
This trek was a refreshing escape from our busy lives, allowing us to reconnect with nature and enjoy the serene beauty of the Kalu Waterfall.
- Vinod Jadhav Engineer- Plant Engineering
Cycling Expedition: A Journey of Determination Mumbai to Kanyakumari –1997-98
The Journey in Numbers
y Total Distance Covered: Approximately 1,600 km
y Duration: 21 days (18th December 1997 to 3rd January 1998)
y States Crossed: Maharashtra, Goa, Karnataka, Kerala, Tamil Nadu
y Daily Riding Time: 6–8 hours per day
y Average Speed: 12–15 km/h
y Longest Distance in a Day: 120 km in Karnataka
y Shortest Distance in a Day: 40 km at Kashedi Ghat, Konkan
y Participants: 10 colleagues from 1st, 2nd, and 3rd year, across Mechanical, Electrical, and Civil streams
y Mode of Transport: Bicycle Mission Objectives
In celebration of India’s 50th year of independence, our mission was to raise awareness on pressing social issues:
y Voice Against Drugs, Alcohol, and AIDS
y Spreading Awareness
y Educating the Youth
y Promoting Unity
y Changing Perceptions Planning and Preparation
Our journey was meticulously planned about a month before departure. We raised funds from friends, the
Giants Group of Byculla, and donations from supportive seniors. With a letter of endorsement from the Police Commissioner, we coordinated with local police stations each night for accommodation assistance.
Key Concerns:
y First-Time Long-Distance Cycling: Ensuring health and endurance over the 21-day journey.
y Safety on the Road: The challenge of navigating highways alongside large trucks and rollers led us to cycle only during daylight.
Essential Items Packed:
y Water bottles, refilled daily at hotel stops
y Emergency cutter/hammer
y First aid kit
y Spare cycle tubes and brake pads
y Necessary tools for repairs
y Clothing: 3 shorts, 3 T-shirts, sleeping suits
y Torches for emergencies (though we avoided night travel)
y Helmets for safety
Gaining parental consent was a major hurdle, particularly due to the long distance and duration of the trip. I, personally, faced initial resistance, but after much reassurance and persistence, I finally secured their approval. Daily training, cycling 60 km to and from college, proved essential for building the stamina needed for this expedition.
Challenges Faced
Our journey was not without obstacles. We encountered minor accidents, difficulties in finding lodging and meals, and had to stretch a budget of just ₹7,000. Yet, despite these challenges, we reached Kanyakumari on
the 20th day, brimming with confidence. By then, we felt capable of even cycling to Sri Lanka, if not for the sea!
This expedition underscored the importance of practice and perseverance. As we returned by train, our bicycles stowed in the luggage compartment, we spent 55 hours in the general coach, surviving on bread and bananas. This taught us resilience— how to remain calm and composed in difficult situations. Life is full of challenges, but staying cool and adapting to circumstances is key.
This was my first and only long-distance cycling expedition, though I continued to enjoy shorter treks of 200–300 km afterward. The journey taught me one invaluable lesson: Nothing is impossible. After all, even the word ‘impossible’ says, "I am possible."
- Amit Gaikwad Senior Manager - Sales & Marketing (PGS)
