CAMPUS TO CAREER - TQM WAY. LEARNING MORE ABOUT TQM. TO BE READY FOR THE CAREER.

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[email protected]://tqm5pillars.yolasite.com/

PRESENTATION BYvenkatachalam ganessanBangalore

mailto:[email protected]

TQM-CAMPUS TO CAREER REV 05/JAN 11

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your career.


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Upon completion of this seminar……you will be able to…

…demonstrate an understanding of the basic TQM concepts

…identify TQM as one of the proved ways for building and sustaining a culture committed to continuous improvement for developing your skills and for moving the organisation, you select, into the future.


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The TQM way…


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BASIC CONCEPTSAWARENESS PROGRAMME

HALF-DAY SEMINAR


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TQM…?


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TQM… TQM…TQM

Many organisations are implementing TQM concepts.

Most of them are benefited from TQM, implemented with full commitment,

continuously. They prove the success through their

excellent performance resultsand the awards.

Many others start discussing about TQM…


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IMPROVED PROCESSES

IMPROVED QUALITY OF PRODUCTS / SERVICES

IMPROVED CUSTOMER SATISFACTION

REDUCTION IN NEW PRODUCT DEVELOPMENT TIME

REDUCTION IN MANUFACTURING COST

REDUCTION IN INVENTORY AND WASTES

IMPROVED PERFORMANCE RESULTS

IMPROVED EMPLOYEE SATISFACTION

HIGHER EMPLOYEE MORALE etc…etc…etc…

SOME OF THE BENEFITS OF TQM… PROVED THROUGH FACTS AND FIGURES…


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AGENDA

Introduction – What is quality?

What is Total Quality?

Why TQM ?

TQM basic five pillars and the foundation - concepts

Discussion

Conclusion / Feedback


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What are the objectives of

your institution?

CAMPUSYOUR


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CAMPUS – HOLISTIC DEVELOPMENT OF AN INDIVIDUAL

THRO’ •ACADEMIC EXCELLENCE•PERSONAL SKILLS•INTER-PERSONAL SKILLS•SOCIETAL SKILLS•PROFESSIONAL COMPETENCE


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SO…YOU WILL BE LOOKING FOR …?

FURTHERSTUDIES

A CAREERA JOB


…tqm5pillars…Let us look into…

A CAREER…not a job.


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…A CAREER…

What are the objectives of a business house...?


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CAREER – not just a job…

Participation, involvement, Commitment and contribution…In the holistic development Of a business and for a happy life…

Thro’ •Personal skills•Inter-personal skills•Business excellence•Global competence•Service to society


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MEET THE CHALLENGES…

…Challenges of the changing times…?

C2C…


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What sort of additional knowledge and skills are expected in your career, to meet the challenges of the changing times?

C2C…


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CAPABILITYto apply the knowledge and skills for the

growth of the organisation,IN A

focused, systematic and committed manner

WITHadditional continuous learningfor upgrading your knowledge and skills

Do you have the capability….?

Not much…!!!


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I am not sure…?FairGoodVery good…



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Yes…I have the capability. I can definitelygive GOOD performance…

Will your top management team be happy, if you are rated as GOOD…?


Will you be happy, if you are rated as GOOD…?


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Your organisation will expect you to giveEXCELLENT performancein all your efforts to showEXCELLENTresults in all areas you work.You can succeed in your career only if you areEXCELLENT.

GOOD OR VERY GOOD are not adequate any more, in the competitive world…

Will your organisation be happy, if you are rated as GOOD…?


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…you MUST participate with other team members and contribute in an

EXCELLENT way,continuously, for the

organisation’s success in the competitive environment

and also for your own successin your career…


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So… you have to move fromGOOD to EXCELLENT …so that,You can contribute well for your organisation’s EXCELLENT results in all areas…

1 52 3 4

EXCELLENTGOODGOOD

Why Why EXCELLENCEEXCELLENCE??


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“We want excellent outcomes for our customers.We want an excellent reputation for our organisation and

the team.We want to know we have done the absolute best we can for our customers.We want to make the world a better place.We want to make a difference.”

CEO

Why Excellence?


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How to change? How to improve the performance?

How to win the competition?


…tqm5pillars…There are various ways to change andto achieve excellence.

How to decide?


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Do not re-invent the wheel.Decide to followany one method, which is a

proved one.


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TQM / TPM / TPS / LEAN MANUFACTURINGAND

SIX SIGMA / CMMIARE SOME OF THE PROVED WAYS

WITH SIMILAR CONCEPTS AND OBJECTIVES.


…tqm5pillars… TQM / TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI

Total productive maintenance aims at maximizing equipment effectiveness and uptime throughout the entire life of the equipment and continuos improvement in all processes in the organisation.



Toyota Production Systemis a generic process management philosophy derived mostly from Toyota, Japan.



LMA management philosophy focusing on reduction of the seven wastes (waiting, over-production, over-processing, defects, motion, inventory and transportation)in the organisation.

By eliminating waste, quality is improved, and production time and cost are reduced.



SIX SIGMAA methodology and set of tools used to improve quality to less than 3.4 defects per million (99.997% accuracy).

Six Sigma tools are developed by taking inspiration from traditional Quality Control, TQM, and TPM etc.


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What would it mean if organizations achieved 99.9% quality? based on 1991 data.

22,000 checks would have been deducted from the wrong bank accounts per hour.

12 babies would have been given to the wrong parents each day (4,380 during 1991). Two plane landings would have been unsafe at O'Hare International airport, Chicago, per day. 20,000 incorrect drug prescriptions would have been written during the year.

107 incorrect medical procedures would be performed per day.

THANKS…Gabel, N. 1991. Is 99.9% good enough? Training Magazine (March).USA

WHY (99.997% accuracy)…?



CMMICapability Maturity Model Integration is a process improvement approach that provides organizations with the essential elements of effective processes.


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TQM…?Let us see in detail…

What is…

TQM / TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI


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to begin with…a brief history of TQM


…tqm5pillars…SOME OF THE GURUS OF QUALITY & TQM

Dr. Walter A. SchewhartDr. Walter A. Schewhart

Dr. W. Edwards DemingDr. W. Edwards Deming

Dr. Kaoru Dr. Kaoru IshikawaIshikawa

Phillip B. CrosbyPhillip B. Crosby

Masaaki ImaiMasaaki Imai

Dr. Joseph M. JuranDr. Joseph M. Juran

http://en.wikipedia.org/wiki/Image:WalterShewhart.gif

http://en.wikipedia.org/wiki/Image:W._Edwards_Deming.gif

http://www.wppl.org/wphistory/PhilipCrosby/PhilipCrosby.jpg


…tqm5pillars…History of TQM 1925 Dr. Walter A. Schewhart of Bell Telephone Labs, USA, introduces statistical process control techniques.

1950 Japan’s economy was shattered after WWII. The Union of Japanese Scientists and Engineers

(JUSE) invited Dr. W. Edwards Deming, student of Schewhart, to give lectures,

several times, in Japan.

The need for change – felt by all.

http://en.wikipedia.org/wiki/Image:WalterShewhart.gif

http://en.wikipedia.org/wiki/Image:W._Edwards_Deming.gif


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Joseph Juran followed Deming to Japan.He emphasized the role of all employees in quality management.

In addition, Juran published Quality Handbook, in 1950, which became the standard reference book on quality, world-wide.

1950sHistory of TQM


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Kaoru Ishikawa initiated Company-wide Quality Control.

…quality does not only mean the quality of product, but also of after sales service, quality of management, the company itself and the human life.

1960sHistory of TQM


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1970s

Phillip Crosby, developed a framework for Total Quality Control. Focus is zero defects, or DO IT RIGHT THE FIRST TIME.

…quality as conformance to the requirements based directly on customers' needs.

History of TQM


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By 1980, American corporations were in a near panic as the Japanese were selling products in the United States for a price far less than American products.

NBC aired a special television report, "If Japan Can, Why Can't We?"

History of TQM


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History of TQM.

1980s

USA begins to accept Deming’s approach to continuous improvement

TQC (TQM) concepts are recognised worldwide.


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1980 – 1990…

TQC was considered a fad by many business leaders. MANY FAILED…because of poor understanding, poor training and poor implementation.

Succeeded by most others with full commitment by top management team, clear understanding of the concepts, proper training for all the members and continuous efforts by all.

History of TQM.


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1996 English term changed from TQC to TQM

History of TQM.

……moved beyond manufacturing into moved beyond manufacturing into service, service, healthcare, healthcare, education and education and government sectors. government sectors.

2000s


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Total Quality Management

is practiced world-wide today.

In some organisations, the term TQM is not used but the concepts are used for achieving excellent results.


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In 1980sInternal marketSellers’ market

In 1990sGlobal marketsBuyers’ market

Now…?INDIVIDUAL CUSTOMER’S QUALITY REQUIREMENTS…!?


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If you are a customer…What sort of products will you expect?

You want to buy…


…tqm5pillars…If you are acustomer….

You will expect the BEST inProduct Quality +… +… +…!!!

•Good quality PRODUCT•+ Competitive… …features …performance …price•+ Good service from the staff / shop keeper•+ Your expectations met•+ Your usual brand / known good brand•+ Prompt Delivery•….etc.

You will look for…


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TOTAL QUALITY…

PRODUCT QUALITY

+SERVICE QUALITY

+Productivity,

Quality, Cost,

Delivery, Safety, Health,

Environment, Morale

PR

OCES

SES

“…quality does not only mean the quality of product, but also of after sales service, quality of management, the company itself and the human life.” ISHIKAWA

?


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PRODUCTQUALITY


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Performance - main characteristics of the product/serviceAesthetics - appearance, feel, smell, tasteSpecial Features - extra characteristicsConformance - how well product/service conforms to customer’s expectationsReliability - consistency of performance

WHAT IS SERVICE QUALITY…?

PRODUCT QUALITY


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CUSTOMER FOCUS IN ALL ACTIVITIES

PROMPT SERVICE TO CUSTOMERS

TELEPHONE ETIQUETTE

RESPONSE TO CUSTOMER CALLS,ENQUIRIES & COMPLAINTS

CUSTOMER RELATIONS

UNDERSTANDING CUSTOMER NEEDS& EXPECTATIONS

CORRECT, TIMELY INFORMATION TO CUSTOMERS

SERVICE QUALITY


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TOTAL QUALITY…SERVICE QUALITY…+……………………….+……………………….+……………………….etc

PRODUCT QUALITY…


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TQMis an effort for continuous improvement of all PROCESSES, PRODUCTS AND SERVICES thro’ Improvement in Productivity, Quality, Cost, Delivery, Safety, Health, Environment, Service and MoralethroughTeam work and Total Employee Involvement,to achieve Customer Satisfaction, Customer Loyalty and Performance Results.

WHAT IS TQM…?

PQCDSHESM


…tqm5pillars…TOTAL QUALITY…

WELL ESTABLISHED EXCELLENT QUALITY OF PRODUCTS AND SERVICES IN ALL AREAS

WELL ESTABLISHED EXCELLENT PROCESSES IN ALL AREAS


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TOTAL QUALITY…

HIGH QUALITY…?RIGHT QUALITY…?


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HIGH QUALITY…!!“So, your uncle is an efficiency expertat the fire department?”

“ Not any more.”

“ Why? What happened?”

“ He always looks for HIGH quality. He put the best quality unbreakable glasses in the fire alarm boxes.”

BREAKGLASS

TO OPERATE FIRE ALARM

BREAKGLASS

TO OPERATE FIRE ALARM


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What are the activitiesin an organisation…? AN INDUSTRY

Product Design and developmentProcess Engineering

Production Quality Assurance

MarketingService

PurchaseFinance management

HRD / Admin.

DEPARTMENTSCEO


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How should these departments

and members function for

the success of your organisation?YOU ARE HERE


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…achieve the results planned…so that…

☻ Customers should be happy

☻ The employees should be happy

☻ Top management should be happy…

☻ …

Departments and members should function to…


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One way of achieving the results….

☻The TQM way


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TOTAL QUALITY MANAGEMENT

IN ALL ACTIVITIES OF THE ORGANISATION

MANAGING FOR THE ASSURANCE OF TOTAL QUALITY

PROCESSES IN ALL DEPARTMENTS

QUALITY IN ALL DEPARTMENTS


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TOTAL QUALITY MANAGEMENT

QUALITY CONTROLQUALITY ASSURANCE

QUALITY MANAGEMENT


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QUALITY CONTROLQUALITY CONTROL

……basic operational basic operational techniquestechniques and and activitiesactivities that are used to fulfill the that are used to fulfill the requirements for quality. requirements for quality.


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QUALITY ASSURANCEQUALITY ASSURANCE

… … systematic and plannedsystematic and planned actions which are necessary to actions which are necessary to provide adequate provide adequate confidenceconfidence that a product or service will that a product or service will satisfy the given requirement for satisfy the given requirement for quality.quality.


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QUALITY MANAGEMENTQUALITY MANAGEMENT

… … systematic set of operating systematic set of operating procedures which is company procedures which is company wide, documented, implemented wide, documented, implemented and maintained while ensuring and maintained while ensuring the growth of business in a the growth of business in a consistent manner. consistent manner.


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WHY TQM…?

A change in culture


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Employee authority through empowerment rather than enhancing management authority.

WHY TQM…?

TQM is revolving around HR principles – mainly – RESPECT FOR HUMANITY.

A change in culture

A change in culture


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Improving the "System" instead of Holding Employees Responsible for organizational failure and problems.

A change in culture.

WHY TQM…?

Employer: "In this job we need someone who is responsible."

Applicant: "I'm the one you want. On my last job, every time anything went wrong, they said they said I was responsible."


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Traditional

Management

CustomerRequirements

Mission

Long and short term,Consistent

Open, encouragesemployee input

Coach, remove barriers,build trust

Highest priority,identify and understand

Focus onCustomer Satisfaction

TQMA change in culture


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ALL FUNCTIONS AND ALL MEMBERS WORK AS A TEAM


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TQM IS FOR HAPPINESS

TQM is for customer satisfaction - CUSTOMER’S HAPPINESS

ON THE PRODUCT OR SERVICE

FEATURES OF TQM


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CUSTOMER - INTERNAL

AND

EXTERNAL


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From the time your organization starts producing its product or service to the time you deliver it to your external customer, the product or service being

changed for consumption goes through an internal chain of events.

In that chain, everybody is a customer, a producer and a supplier.

INTERNAL & EXTERNAL CUSTOMERS…


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The victory or the satisfaction of the external customer depends on how well

THE INTERNAL CUSTOMER, PRODUCER & SUPPLIER have performed in the chain of events represented

in a relay race.

All Customers should be HAPPY

FINAL OUTCOME


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Dr. W. Edwards DemingDr. W. Edwards Deming


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All members should function in such a way that they achieve the results, so that…

☻ the organisation team members should be HAPPY - to make the product / give service and sell the product / service.

customers should be HAPPY – while using the product or service

☻


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☻HAPPINESS…!How do you define it?


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☻HAPPINESS…!…?

THE JUDGE: “I notice that in addition to stealing this money, you took a lot of valuable jewelry.”

“Yes your honour, said the prisoner cheerfully.“You see, my mother taught me from childhood that money alone does not bring Happiness.”


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HAPPINESS FOR THE BUSINESS CUSTOMERS-

Product QualityPriceService Quality


…tqm5pillars…HAPPINESS FOR THE CUSTOMERS-

One way of achievingthe customer satisfaction and

also the results…

☻The TQM way


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☻The TQM way


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5 BASIC PILLARS OF TQM

FOUNDATION


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DAILY WORK MANAGEMENT

POLICY DEPLOYMENT

TOTALEMPLOYEE

INVOLVEMENT

KAIZEN

STANDARDISATION

LEARNING


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LEARNING


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LEARNING


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LEARNING

Training plan / Skill Inventory

Need based - functional and general competency training

In-house and external training

Internal and external faculty

On the job / on error training

Audit and review systems

Training feed back and assessment Systems


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POLICY DEPLOYMENT


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POLICY DEPLOYMENT


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Top Top ManagementManagementPolicy DeploymentPolicy Deployment

Middle management Middle management Process ManagementProcess Management

Statistical Process ControlStatistical Process Control

Workmen and staffWorkmen and staff

Daily ManagementDaily ManagementImprovement teamsImprovement teams

FUNCTIONAL RESPONSIBILITIES…


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POWERFUL AND EFFECTIVE PLANNING AND COMMUNICATION SYSTEM

TO MOVE TOWARDS THE MISSION AND VISION OF THE

ORGANISATION.

POLICY DEPLOYMENT

Plans are of little importance, but planning is essential. – Winston Churchill

Plans are nothing; planning is everything. – Dwight D. Eisenhower


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POLICY DEPLOYMENT

DEFINE THE GOALS AND OBJECTIVESFOR THE YEAR IN ALL FUNCTIONS OF MANAGEMENT

RETAINMENT – adherence to existing systems and standards

IMPROVEMENT – quality improvement over existing standards

BREAKTHROUGH – innovation inthe processes, products and services


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POLICY ( GOALS ) MANAGEMENT….

HOW TEAM MEMBERS WILL WORK IN A TQM ORGANISATION?

POLICY DEPLOYMENT

THIS WAY…? THIS WAY…?


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POLICY ( GOALS ) MANAGEMENT….HOW?

POLICY DEPLOYMENT

UNCLEAR GOALS.NON- PRIORITISING.NO OWNERSHIP.RESULT ORIENTED.PLAN-DO-PLAN-DO.

CLEAR DIRECTION OF THE ORGANISATION.PROCESS ORIENTED.QUALITY CONSCIOUS.INDIVIDUAL OWNERSHIP INCONTINUOUS IMPROVEMENT.PLAN-DO-CHECK-ACTION-PLAN-…


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POLICY DEPLOYMENT IS A MANAGEMENT FUNCTION.

PD IS ROTATINGPDCA CYCLE ( DEMING CYCLE )EFFECTIVELY, TO ACHIEVE THE TARGETS ( POLICY GOALS )OF THE BUSINESS.


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PDCA CYCLE


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PDCA WAS STRUCTURED BY Dr. DEMING.

Practicing PDCA collectively, by all the members of the organisation, to plan & achievepolicy goals, isPOLICY DEPLOYMENT.

POLICY DEPLOYMENT


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PDCA CYCLE

PLAN

DO

SELECT A PROBLEM / PROJECT. PLAN - WHAT RESULTS ARE TO BE ACHIEVED AND HOW THE PROCESSSHOULD BE, TO ACHIEVE THE RESULTS.

CONDUCT TRAININGAND COMMUNICATE THE PLANS TO ALL MEMBERS CONCERNEDAND THENIMPLEMENT.

TAKE CORRECTIVE ACTIONS AND PREVENTIVEACTIONS, IF THE RESULTSAND PROCESSES ARE NOT AS PER PLAN.IF REQUIRED, REVISE THE PROCESS.

CHECK THE RESULTSAND ALSO THE PROCESSTO BE AS PER THE PLAN.

ACTION

CHECK

IMPROVE FURTHER THRO’…PDCA…AGAIN AND AGAIN..


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PLAN

CHECK

ACTION

DO

•ATTEND ALL CLASSES FOR ACTIVE LISTENING IN CLASS… 100%•PLANNING AND ALLOCATING TIME FOR STUDIES … 3 HRS/DAY•IMPROVE RESULTS BY 25%

•IMPLEMENT ALL ACTIVITIES AS PER PLAN

DISCUSS WITH TEACHERS, PARENTS AND STUDENTS TEAM FOR FURTHER IMPROVEMENTS OF PROCESS AND RESULTS

STUDY THE RESULTS ACHIEVED…• DID MY PLAN WORK WELL?• ANY IMPROVEMENTS IN RESULTS?• DID I FOLLOW THE PROCESS AS PER PLAN?• DO I HAVE TO IMPROVE THE PROCESS & RESULTS?

POLICY DEPLOYMENT

IMPROVE FURTHER THRO’…PDCA…AGAIN AND AGAIN..STUDENT’S PDCA FOR IMPROVING LEARNING SYSTEM


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THE PDCA CYCLE…

…should always be used when makingany improvement in the process.

…should always be used when solvingproblems.

…is used to ensure that improvements and problem solving are performed in a structured, systematic anddisciplined manner.


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PDCA WAS STRUCTURED BY Dr. DEMING.

All of us are practicing it very capably in managing several requirements of ours individually at home…?!

Practicing PDCA collectively, by all the members of the organisation,to achieve policy goals, isPOLICY DEPLOYMENT.


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POLICY DEPLOYMENT PROCESS:

Policy Objectives

For the year

CUSTOMERFEED BACK

ECONOMY/INDUSTRY

REGULATIONS COMPETITORACTIVITIESAND PLANS

MD/ BOARD FEEDBACKREPORTS

LAST YEAR PERFORMANCE

AND GAPS

VISION /MISSION /

5 YEAR PLAN


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POLICY DEPLOYMENT

How to document policy goals and deployed objectives?

ONE METHOD…

X – MATRIX FORMAT.


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It is a systematic, team-oriented process

which starts at the top and cascades down

throughout the organisation, to communicate the annual goals

companywide and to plan the activities of every

department/sectionto achieve the goals.

POLICY DEPLOYMENT PROCESS:


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KAIZEN


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KAIZEN


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APPLYING

CONCEPTS HELPS IN

WASTE ELIMINATION,PROBLEM SOLVING

AND CONTINUOUS IMPROVEMENT IN ALL AREAS

MASAAKI IMAI

KAIZEN


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““change for better”change for better”

KAI ZEN


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Kaizen is the philosophy of continuous improvement by all the employees in an organization so that they perform their tasks a little better each day.

Kaizen is starting each day with the principle that all activities can always be improved.


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KAIZEN IMPROVEMENTS ARE WITH MINIMUM INVESTMENT. WITH TEAM’S IDEAS. PART OF DAILY MANAGEMENT.

MAJOR, BREAKTHROUGH IMPROVEMENTS ARE WITH BIG INVESTMENT. LINKED TO POLICY.


…tqm5pillars…KAIZEN

Continuous improvementinvolving everyonein the organisation,in all areas, in all activities and elements of activities.

Individual efforts and Team efforts for PQCDSHESM improvements.

ATTENTION TO DETAILS…IS THE FOCUS


…tqm5pillars… KAIZENPQCDSHESM IMPROVEMENTS…?

PRODUCTIVITY – OUTPUT / INPUTQUALITY- QUALITY OF PRODUCT COST- WASTE ELIMINATION, EXPENSES REDUCTIONDELIVERY- RIGHT QUANTITY, ON TIME, EVERY TIME, RIGHT PLACESAFETY- SYSTEMS, ADHERENCEHEALTH – HEALTH OF ALL MEMBERS AND SARROUNDING SOCIETY ENVIRONMENT – WITHIN THE CAMPUS AND SARROUNDING AREASSERVICE- SERVICE QUALITY POINTSMORALE- LEARNING, ATTITUDE, TEAM WORK, DISCIPLINE…

…WITHOUT COMPROMISING CUSTOMER SATISFACTION, EMPLOYEESATISFACTION AND BUSINESS RESULTS.HOW TO IMPROVE…?

ANY METHOD…?


…tqm5pillars… Kaizen Improvements…Kaizen Improvements…

Ask "WHY ?” five times for Kaizen.

……EXAMPLE…?EXAMPLE…?

WHY ?

WHY ?

WHY ?

WHY ?

WHY ?


…tqm5pillars… KaizenKaizen

Ask "WHY ?" five times• FOR KAIZEN IMPROVEMENTS

All problems can be solved by asking ‘WHY’ minimum 5 times…

Find out the root cause for problems and mistakes.

Standardise the results and improve further.


…tqm5pillars… KaizenKaizenAsk "WHY ?" five times

MAKING A MISTAKE IS ACCEPTABLE.BUT SAME MISTAKE SHOULD NOT BE

REPEATED.LEARN FROM MISTAKES.

COMMUNICATE TO OTHERS ABOUT A MISTAKE, SO THAT THEY WILL AVOID.

TRY TO AVOID MAKING MISTAKES.

HOW?


…tqm5pillars… KAIZEN

POKA-YOKE(MISTAKE PROOFING)

is eliminating the possibilities of

making inadvertent errors.

CHECKLIST

PURCHASEOF

PARTS


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KAIZEN PART OF DAILY WORK MANAGEMENT ACTIVITIES OF WORKMEN AND STAFF INDIVIDUAL AND TEAM TARGETS AND PERFORMANCE MEASURES

MONITORING AND REVIEW SYSTEMS THRO’ VCS

REWARD SYSTEMS FOR PROBLEM SOLVING AND IMPROVEMENTS


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Problem…?


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KAIZEN

CONTINUOUS IMPROVEMENT THROUGH…

o solutions for day-to-day problems

o improvements in the existing systems and standards - even if the present systems are working well

What is a problem…?


…tqm5pillars…Problem…?

Do you have problems…


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…and the problem is…!“ I never take any problem home from the office. ”

“ I don’t either. Mine is usually waiting for me at the house. ”


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PROBLEM SOLVING…

WHAT ABOUT MAJOR PROBLEMS RELATED TO SYSTEMS IMPROVEMENTS

AND PROBLEMS AND

IMPROVEMENT POINTSIDENTIFIED THROUGH

POLICY DEPLOYMENT…?

Small day-to-day problems – solved through KAIZEN.


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How to define the Problem…?

Ask…What is the current situation? What would you like it to be?

Collect data on what is happening.

Determine :what, when, where, and

how much impact / opportunity loss to the company, for one year, …if the problem is not solved now.

DO NOT BLAME ANYBODY.


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Problems…visible and hidden.

CUSTOMER COMPLAINTS ,FIELD FAILURES AND

OTHER IDENTIFIED PROBLEMS

UN-IDENTIFIED SEVEN TYPES OF WASTES


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“ I am sick and tired of visiting our plants to hear nothing but great things about Quality and cycle time –

and then visit customers who tell me of all problems.”

John Akers, Chairman, IBMNewsweek – June 10, 1991



…tqm5pillars…

How to SELECT the Problem…?

PRIORITISE IF MORE PROBLEMS WERE IDENTIFIED.

How to prioritise…?Issues linked to Policy Goals,

Customer complaints / requirements,

Safety requirements,

Health / Environment requirements

Any new issues from Govt.etc…are first priority areas.


…tqm5pillars…

If you are not able to identify problems and if no adequate data available… all concerned members join, do brainstorming and list all problems and then identify a few problemswhich are to be taken up on priority.

OR collect data for a period of one to three months, depending on the nature of problem and then identify and prioritise problems.



…tqm5pillars…

Problem solving…is an effort to fill the gap betweenthe actual and the desired target.

TAKE COUNTER MEASURES…

Corrective action to reduce difference between plan and actual.

TAKE PREVENTIVE ACTIONS…

Action to standardise the results for good results in the future and to preventrepetition of bad results in future.


…tqm5pillars…

PROBLEM SOLVING

USING TQM TOOLS AND

TECHNIQUES.

PROBLEMS SHOULD BE SOLVED BY TEAMS

IN A STRUCTURED APPROACH AND

SYSTEMATIC WAY,

IN A TQM COMPANY


…tqm5pillars…

TQM TOOLS & TECHNIQUES

BRAIN STORMINGDATA COLLECTION7 QC TOOLSM 7 TOOLSFLAG DIAGRAMRADAR CHART

etc.


…tqm5pillars…

7 QC TOOLS

1. CHECK SHEET

2. PARETO DIAGRAM

3. CAUSE AND EFFECT DIAGRAM

4. GRAPH & CONTROL CHART

5. SCATTER DIAGRAM

6. STRATIFICATION

7. HISTOGRAM


…tqm5pillars…

M 7 TOOLS

1. AFFINITY DIAGRAM

2. MATRIX DIAGRAM

3. PROCESS DECISION PROGRAM CHART

4. MATRIX DATA ANALYSIS

5. RELATIONS DIAGRAM

6. ARROW DIAGRAM

7. TREE DIAGRAM


…tqm5pillars…



…tqm5pillars…



…tqm5pillars…Daily Work Management

Daily Work Management is the system that provides the ability to

manage departments, functions, and processes, wherein routine processes are defined, standardized, controlled, and improved continuously by the process owners.


…tqm5pillars…


MANAGING DAY TO DAY ACTIVITIES…

BY PROVIDING…VCS FOR already standardised processes… for Recording, Monitoring, Updating, Controlling, Analysing and Improving…

VCS-VISUAL CONTROL SYSTEMS


…tqm5pillars…


MANAGING DAY TO DAY ACTIVITIES…

Use VCS in relevant areas. Use VCS for every person’s objectives and measures.

Fix responsibility for maintaining and updating each VCS.Have review system and audit system to discuss VCS data.Form teams for continuous improvement in each area.

VCS-VISUAL CONTROL SYSTEMS

CONDUCT DAILY STAND UP MEETINGS IN EACH SECTION, BEFORE START OF WORK.DISCUSS BASED ON VCS. DECIDE ACTION PLANS.PREPARE 3W1H ACTION PLANS AND CIRCULATE.CHECK/FOLLOW UP ACTIONS DECIDED EARLIER.


…tqm5pillars…

VCS - DepictingDaily management activities,

the processes and improvements.

Display along the Gangway in the departments / sections.


…tqm5pillars…

VCS - DepictingDaily management activities,

the processes and improvements.

Display along the Gangway in the departments / sections.


…tqm5pillars…VCS - Flow Charts depicting the processes

and KAIZEN improvements


…tqm5pillars…


STANDARDISATION


…tqm5pillars…

STANDARDISATION


…tqm5pillars…

STANDARDISATION

To retain the gains achieved thro’ improvement activities.

The process which helps the team members to know how to perform their tasks.

The base for improvement activities.


…tqm5pillars… STANDARDISATIONDefinition of Standard…

A set of defined activities, when NOT FOLLOWED,

may result in a defect or error.


…tqm5pillars…STANDARDISATION

procedure / process

INPUTRAW MATERIALS /

INGREDIENTS

PROCESSACTIVITIES / STEPS OUTPUT

FINISHED PRODUCTS/FOOD


…tqm5pillars…STANDARDISATION

PROCEDURE / PROCESS

IDENTIFY THE GAPS AND NVA ACTIVITIES IN THE

STANDARD PROCEDURESTO IMPROVE THE PROCESSES

AND THEN STANDARDISE AGAIN.


…tqm5pillars…

STANDARDISATION

Standardisation…

…saves time and efforts.

…the base for improvement activities.

…helps to retain the gains achieved thro’ improvement activities.

TRAINING TO ALL FOR USING STANDARDS


…tqm5pillars…

STANDARDISATIONSOME EXAMPLES OF STANDARDS…?

WHAT WILL HAPPENWITHOUT STANDARDS…?


…tqm5pillars…

SERVICE MANUAL,CORPORATE IDENTITY MANUAL, RECRUITMENT MANUAL, PERFORMANCE APPRAISAL MANUAL, REVIEW & AUDIT SYSTEMS MANUAL, ORGANISATION CHARTS,PROCESS FLOW CHARTS, CHECK LISTS,ISO 9000:2008 SYSTEMS, etc.

STANDARDISATION

EXAMPLES…?


…tqm5pillars…

USE STANDARDISED

PRESENT SYSTEM

STANDARDISATION

IDENTIFYPROBLEMS /

IMPROVEMENT AREAS

STANDARDISENEW SYSTEM/ TRAIN ALL THE

MEMBERS

SOLVEPROBLEMS

ANDIMPROVE


…tqm5pillars…

Who is very important in an organisation?


…tqm5pillars…

HOW MANY KEYS…?


…tqm5pillars…

NXRXYXNX

CERTIFICATEBLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLA

BLABLABLABLABLABLABLALABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLA

BLABLABLABLABLABLAABLABLABLA

BLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLABLA

BLABLABLABLABLABBLABLABLABLABLABLABLABLABLABLABLA

BLABLABLABLABLABLABLABLABLABLABLA

BLABLABLABLA. B BL- ABLABLA –BLABLA. BLA. BLA

18CTGOLD

PLATED


…tqm5pillars…

TOTALINVOLVEMENT


…tqm5pillars…

TOTAL EMPLOYEE INVOLVEMENTis a MUST to achieve TQM.

The ultimate success of an organizationdepends on how it manages its HUMAN RESOURCE.

IT IS NECESSARY TO REINFORCEPEOPLE’S POSITIVE ASSETS.


…tqm5pillars…

TOTAL EMPLOYEE INVOLVEMENTis a MUST to achieve TQM…

INCLUDINGALL IMPROVEMENT ACTIVITIES.


…tqm5pillars…

TOTAL EMPLOYEE INVOLVEMENTAND ALSO,

INVOLVEMENT OF EXTENDED PARTNERS…

SUPPLIERSDEALERSTRAINING AGENCIESPARENTS –FOR EDUCATIONAL INSTITUTIONSetc…is a MUST to achieve TQM…

THROUGH ALLIMPROVEMENT ACTIVITIES.


…tqm5pillars…

TOTAL INVOLVEMENT

QUALITY CONTROL CIRCLES

SMALL GROUP ACTIVITIES

CROSS FUNCTIONAL TEAMS

PROJECT TEAMS

TASK FORCES

IMPROVEMENT TEAMS


…tqm5pillars… IMPROVEMENT TEAMS

FOCUS ON CREATIVITY

…tqm5pillars…

QC CIRCLES

Voluntary,From same or similar job functions, Meet regularly, Identify, analyse, discuss and solve work related problems.


…tqm5pillars…

PROBLEM SOLVINGBY TEAMS


…tqm5pillars…PROBLEM SOLVING BY TEAMS

4 TO 6 MEMBERS PER TEAM.

VOLUNTARY TEAMSQUALITY CIRCLES

WORKMEN AND STAFF, FROM SAME OR SIMILAR SECTIONS/DEPARTMENTS.

PROBLEMS ARE SELECTED BY THE TEAMS.

SUPERVISORY IMPROVEMENT TEAMSSUPERVISORY LEVEL, FROM SAME OR SIMILAR

DEPARTMENTS.PROBLEMS ARE SELECTED BY THE TEAMS.

FORMED BY TOP MANAGEMENTCROSS FUNCTIONAL TEAMS

MANAGERS AND SENIOR MANAGERS LEVEL, FROM VARIOUS DEPARTMENTS.

PROBLEMS ARE ALLOCATED FROM POLICY DEPLOYMENT OBJECTIVES.


…tqm5pillars…

That is the basic information about TQM


…tqm5pillars…

SO, TQM IS FOR…


…tqm5pillars…

Productivity Quality Cost Delivery Safety Health Environment ServiceMorale

…in an organisation…


…tqm5pillars…

…in an organisation…

THANKS: DILBERT


…tqm5pillars…


…tqm5pillars…

Attitude - The human side of quality


…tqm5pillars…

Quality is a winning attitude


…tqm5pillars…

WHAT GETS MEASURED, GETS DONE.

HOW TO MEASURE TQM PROGRESS?


…tqm5pillars…

MEASUREMENT FOR ALL OBJECTIVESDefined thro’ Policy Deployment Process.

PERIODICAL REVIEW SYSTEM.

AUDIT SYSTEM – BY UNIT HEAD AND MDAudit for adherence to systems,results and processes.

HOW TO MEASURE TQM PROGRESS…?


…tqm5pillars…

ONE MODEL TO MEASURE TQM PROGRESS…IN INDIA.

CII-EXIM MODEL FOR BUSINESS EXCELLENCE

LEADERSHIP100

POINTS

PROCESSES140

POINTS

KEYPERFORMANCE

RESULTS150

POINTS

PEOPLE90 POINTS

POLICY &STRATEGY80 POINTS

SOCIETYRESULTS

60 POINTS

CUSTOMER RESULTS

200 POINTS

PEOPLE RESULTS

90 POINTS

PARTNERSHIP &RESOURCES90 POINTS

ENABLERS – 500 POINTS RESULTS- 500 POINTSWHICH ENABLER IS VERY IMPORTANT?

WHICH RESULT IS VERY IMPORTANT?


…tqm5pillars…

Awards for Quality achievement Awards for Quality achievement The Deming Prize -1951 JapanThe Deming Prize -1951 Japan

The Malcolm Baldrige National Quality Award–1988- The Malcolm Baldrige National Quality Award–1988- USAUSA

MOTOROLAXEROXIBMAT&TT I

Sanden International (Singapore) Pte Ltd (SIS),(first in Singapore – 2006)

Sundaram Clayton Limited ( Brakes Division),( First in India – 1998)

Florida Power & Light Company (first in U.S.A – 1989 )Fuji Iron & Steel Co., Ltd. ( first in Japan – 1951)


…tqm5pillars…

1.Step 1Assess the overall health of the company as it currently operates. 2.Step 2Study the history of the company in relation to change.

3.Step 3Introduce the concept of Total Quality Management to senior level executives.

4.Step 4Enlist the services of Total Quality Management consultants for training.

5.Step 5Empower the employees to identify needed changes, with the knowledge that management values their ideas. Systems of reward for measurable improvements should be considered.

6.Step 6Realize that implementing Total Quality Management is a long process and doesn't happen overnight…

HOW TO IMPLEMENT TQM…?


…tqm5pillars…

HOW TO START TQM ACTIVITIES…?

…with management commitment, consistent training of employees, continuous improvement of all processes,with focus on customer satisfaction and an eye on the ultimate goal of retaining satisfied customers, Total Quality Management can be implemented successfully.


…tqm5pillars… If practiced with full understanding,full commitment,

consistently,an organisation can reach the level of

EXCELLENCE

in a period of six to eight years.


…tqm5pillars…


…tqm5pillars…



…tqm5pillars…


START WITH…

SSSSSimple SSSSSystems


…tqm5pillars…

SSSSSSSSSS

impleis a…

ystem…!!!


…tqm5pillars…

5S 5S IS THE FIRST STEP IS THE FIRST STEP FOR IMPLEMENTING FOR IMPLEMENTING TQM, TPM, TPS, TQM, TPM, TPS, LEAN MANUFACTURING,LEAN MANUFACTURING,SIX SIGMA SIX SIGMA CMMICMMIetc.etc.


…tqm5pillars…

IS LINKED TO IS LINKED TO TQM, TPM, SS, CMMI, TPS, LMS etcTQM, TPM, SS, CMMI, TPS, LMS etc

HOW ?HOW ?

5S


…tqm5pillars…

ALL THESE CONCEPTS USEALL THESE CONCEPTS USESTRUCTURED AND TEAM WORK APPROACH STRUCTURED AND TEAM WORK APPROACH FOR FOR IMPROVING THE PROCESSES,IMPROVING THE PROCESSES,ELIMINATING WASTES,ELIMINATING WASTES,IMPROVING CUSTOMER SATISFACTIONIMPROVING CUSTOMER SATISFACTIONANDANDIMPROVING PERFORMANCE RESULTS.IMPROVING PERFORMANCE RESULTS.

5S SYSTEM HELPS TO SET THE BASE 5S SYSTEM HELPS TO SET THE BASE FOR ALL THESE ACTIVITIES.FOR ALL THESE ACTIVITIES.START WITH TRAINING ON 5S SYSTEMS TO ALL


…tqm5pillars…

WHAT IS WHAT IS


…tqm5pillars…SSSSSimple SSSSSystems

SEIRI

SEITON

SEISO

SEIKETSU

SHITSUKE

CLEARING UP

ORGANISING

CLEANING AND CHECKING

STANDARDISING

DISCIPLINE AND LEARNING


…tqm5pillars… WHAT IS WHAT IS

ONE VOLUNTEER PLEASE…COME AND SIT HERE. CLOSE EYES. RELAX.

ANSWER SOME QUESTIONS… ‘YES’ OR ‘NO’.


…tqm5pillars…

SEIRI – CLEARING UP.

FORM A TEAM,AUDIT THE PLACE TAKEN UP FOR 5S IMPROVEMENT. CHECK FOR …

UNWANTED,UNUSED,BROKEN,DAMAGED,RUSTED,EXCESS ITEMS.PROVIDE RED TAGS, FOR THESE ITEMS, DULY IDENTIFIED.

MOVE THE ITEMS TO A CENTRAL PLACE…CALLED ‘RED TAG AREA’.DISCUSS AND DECIDE DISPOSAL ACTION.

IF ANY ITEM CAN BE USED, ARRANGE FOR REPAIR.

ITEMS REMOVED FROM ONE AREA


…tqm5pillars…

SEITON – ORGANISING.ARRANGE ALL THE REMAINING ITEMS, REQUIRED IN THE WORK PLACE FOR THE FUNCTIONS CARRIED OUT, IN A PROPER MANNER.

“Organising” starts when “clearing up” stops

• ALLOCATE A PLACE FOR EVERY THING AND KEEP EVERYTHING IN ITS PLACE.

IDENTIFY THE ITEM, THE SPACE ALLOCATED AND THE LOCATION.

IDENTIFY RESPONSIBILITY FOR MAINTAINING/UPDATING.

THINK ERGONOMICS FOR ORGANISING.

IMPROVE PLANT LAYOUTS AND OFFICE LAYOUTS.

MATCH THE FLOW OF PROCESSING.


…tqm5pillars…

SEISO – CLEANING AND CHECKING.Cleaning and checking – combinedCleaning dust, dirt, cobwebs, spilled oil / water / liquid, weeding dead leaves & plants, Checking for defects, mal functioning etcEliminating causes of defectsAttention to details is a mustHidden wastes and problems show up

DEVELOP CLEANING STANDARDS, CHECK LISTS AND AUDIT SYSTEMS. FIX UP RESPONSIBILITIES


…tqm5pillars…

SEIKETSU - STANDARDISING.

STANDARDISATION is…

To establish standards to maintain the improvements in 5S and other systems companywide

Creating rules for checking, auditing and countermeasures in case of deviations.


…tqm5pillars…

SHITSUKE – DISCIPLINE AND TRAINING.

Training system and adherenceAdherence to organisation’s systems, procedures, rules and standards, by allNeed based training for all – for basic, habitual movements, activities, problem solving abilities, skills and competency requirements, as per individual’s needs


…tqm5pillars…

SHITSUKE – DISCIPLINE AND TRAINING.

Participation by all - in total employee involvement activities, improvements and organisation’s celebrationsAdherence to good attendance and punctuality Communicating deviations and variations immediatelyTeam work concept adhered by all


…tqm5pillars…

SEIKETSU - STANDARDISING.

STANDARDISATION is…

To prepare procedures, checklists and adhere to avoid mistakes for 5S systems and other systems in operation.


…tqm5pillars…

SOME IMAGES SHOWING 5S IMPLEMENTATION


…tqm5pillars…

VCS – VISUAL COMMUNICATION SYSTEM


…tqm5pillars… VCS…PART OF 5S SYSTEMVCS – VISUAL COMMUNICATION SYSTEM


…tqm5pillars…5S IMPLEMENTATION…

HELPS TO ORGANISE THE WORK PLACE

FOR NEATNESS & CLEANLINESS AND TO ELIMINATE WASTES.


…tqm5pillars…


…tqm5pillars…

BENEFITS OF 5SBENEFITS OF 5S

IMPROVED LAYOUTSIMPROVED LAYOUTS WASTE ELIMINATION – ALL TYPESWASTE ELIMINATION – ALL TYPES IMPROVEMENTS IN P Q C D S H E SIMPROVEMENTS IN P Q C D S H E S IMPROVED COMMUNICATIONIMPROVED COMMUNICATION REDUCTION IN INVENTORYREDUCTION IN INVENTORY INCREASE IN OFFICE PRODUCTIVITYINCREASE IN OFFICE PRODUCTIVITY HAPPY TEAMHAPPY TEAM


…tqm5pillars…

SO, TQM IS FOR…That is TQM…!!!


…tqm5pillars…

TQM activities areadditional work for all?


…tqm5pillars…TQM activities are additional work ? No. Make TQM a way of life.

Learn TQM concepts and use them to manage the three key activities in the organisation…

CEO / MD

SENIOR LEVEL MANAGERS

MIDDLE LEVEL MANAGERSSUPERVISORS

STAFF / WORKMEN

Itoh Model

Portions of time spent by…

ROUTINE /

MAINTENANCE

ACTIVITIE

S

IMPROVEMENT

ACTIVITIES

BREAKTHROUGH &

DEVELOPMENT

ACTIVITIES


…tqm5pillars…

Whatever activities we do, we have to do without mistakes,

right first time, every time, remembering the factors related to…

productivity, quality,

cost, delivery,

safety, health,

environment and service.

TQM activities are additional work ? No. Make TQM a way of life.


…tqm5pillars…

In spite of TQM, if failure in the organisation…

WHY…?

…?

…?


…tqm5pillars…

A Professor handed back to the students, the examination papers he had marked.

“Does any one want toask a question?”

“Yes, Sir. I can’t read what you have written at the bottom of my paper.”

Yes…I understand now…!

Prof. glanced at the paper and said:“ I have written this…: ‘You must write more clearly’.”


…tqm5pillars…

Lack of top management support Lack of top management support lack of commitment for training and lack of commitment for training and implementationimplementationNO CONTINUED EFFORTS – NO CONTINUED EFFORTS –

CONSTANCY OF PURPOSE.CONSTANCY OF PURPOSE.

Why TQM Efforts Fail…?Why TQM Efforts Fail…?


…tqm5pillars…

TQM Efforts Failed…?TQM Efforts Failed…?


…tqm5pillars…

“Let no feeling of discouragement prey upon you and in the end

you are sure to succeed.”

Abraham Lincoln


…tqm5pillars…

To Know and

Not To Do, is Not To Know.


…tqm5pillars…

…tqm5pillars…


…tqm5pillars…


…tqm5pillars…

Son: “How electricity passes through wires?”

Father: “ Don’t know. Never knew much about electricity”

Son: “ What causes lightning and thunder?”

Father: “To tell the truth, I never exactly understood that myself”

Son: “ Say dad, How………………………………….Oh well, never mind”Father: “ Go ahead. Ask questions. Ask a lot of questions. How else are you going to learn?”


…tqm5pillars…


…tqm5pillars…

THANKS…

BIBLIOGRAPHY…

WHAT IS TQC Dr. KAORU ISHIKAWATOTAL QUALITY CONTROL A V FEIGENBAUMTQC ESSENTIALS SARV SINGH SOINKAIZEN MAZAAKI IMAI

& REFER VARIOUS WEB SITES SEARCH FOR ‘TQM ARTICLES & BOOKS”.


…tqm5pillars…

“Is your husband a book worm?”

“No, just an ordinary one”.


…tqm5pillars…

team members will be very happy to share any information,

on TQM concepts (only).

Please keep in [email protected]@gmail.com

91-95350 53695

TQM5PILLARS


…tqm5pillars…

Wish you alla very successful careerand a very bright future.

Date post:	16-Apr-2017
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CAMPUS TO CAREER - TQM WAY. LEARNING MORE ABOUT TQM. TO BE READY FOR THE CAREER.

Education