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Last April, the company has also undertaken Total Productive Maintenance across its plants, in which the machine operator is trained to perform much of the simple maintenance and fault-finding. A new worker is taken through a process where company values are instilled along with domain knowledge and customer orientation. With a direct workforce of 2,000 and a battery of outsourced manpower, the plants are focused on training. If this was a home-grown innovation emerging from a crisis, joint venture partner Honda too has picked up processes from the Indian stable, such as the marshalling of parts. That was a lesson for Hero Honda as it ensured all static doors across plants sport green cords attached to the handles. He was supposed to gain entry to the area through a static door but mistakenly took another one and the thinner caught fire.īut safety features built into the systems controlled it in no time. From four workers per day, the welding process is now loaded and steered by just one man.Ī week before the plant visit was scheduled, a worker at the company's Dharuhera plant entered the aerobell area (where bikes are painted) through the wrong door.
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Certain functions like welding, which were manual to begin with, are completely mechanised today. Clearly, multi-tasking cuts down the need for additional manpower.
![hero honda company gurgaon hero honda company gurgaon](https://i.ytimg.com/vi/PBYJFmoaxv0/maxresdefault.jpg)
Typically, an operator works two machines on average.
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