PRESENTATIONON

TQM, 5S, KAIZEN, JIT, KANBAN, POKA YOKE

‘Total’ : Made up of whole ‘Quality’ : Degree of excellence ‘Management’ : Act of handling, controlling, directing, staffing an

organisation.

“Maximum user satisfaction at minimum cost”

“TQM is both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organisation.”

Quality is determined by the combined efforts of various departments such as design, process planning, engineering, purchase, production and inspection.

The golden rule of TQM “Do unto others as you would have do unto you”.

TOTAL QUALITY MANAGEMENT (TQM)

TOTAL QUALITY MANAGEMENT (TQM)

ELEMENTS OR PILLARS OF TQM

1) Top Management’s commitment to quality

2) Customer focus of the organisation

3) Employee improvement and empowerment

4) Training of employees

5) Process focus and improvement

6) Continuous improvement

7) Measurement of performance

8) Benchmarking9) Teams10) Inventory

Management11) Communication12) Quality Costs

TOTAL QUALITY MANAGEMENT (TQM)

TOTAL QUALITY MANAGEMENT (TQM)

TOTAL QUALITY MANAGEMENT (TQM)

QUALITY ELEMENTS

Prior To TQM With TQM

1) Definition Product oriented Customer focused

2) Priorities Second to service and cost First to service and cost

3) Decisions Short term Long term

4) Emphasis Detection Prevention

5) Errors Operation System

6) Responsibility Quality control Every one

7) Problem Solving Managers Teams

8) Procurement based on

Price Life cycle cost, partnership

9) Manager’s role Plan, assign, control and enforce Delegate, coach, facilitate and mentor

TOTAL QUALITY MANAGEMENT (TQM)

“5 S is a technique that results in a well-organized workplace complete with visual controls and order.”

Developer- ‘Iwao Kobayashi’

Sort (SEIRI) : Clear unnecessary items from work area.

Straighten/Set in order (SEITON) : Organize work area in an orderly manner.

Shine (SEISO) : Clean work area.

Standardize (SEIKESTU) : Maintain work area cleanliness.

Sustain (SHITSUKE) : Maintain self-discipline in work area.

5-S

5-S

There’s no second chance to make the first impression

5-S

TOYOTA ASSEMBLING PLANT

5-S

OBJECTIVE Increase the Storing places.

Create and preserve standards.

Reduce unproductive times.

Readjust the location.

Reduce the document search time with 20%.

5-S

SORT (SEIRI) SWEEP (SEISO)

5-S

STRAIGHTEN (SEITON): TOYOTA ENGINE ASSEMBLY LINE

5-S

SCHEDULE (SEIKESTU) SUSTAIN (SHITSUKE)

5-S

BENEFITS OF IMPLEMENTATION It reduced the idle time & fatigue to workers. Reduction of wastage of material Improvement in quality & Productivity Punctuality, commitment & discipline Improved effectiveness of employees Reduction in Non- Value-Added Activities

Following cost gets decreased-

Record keeping & administrative cost

Deterioration cost

Handling cost

5-S

KAIZEN

‘KAI ‘: Change ; ‘ZEN’ : Better ‘Changes for better’ or ‘ Continous

Improvement’ Masaaki Imai – developer of Kaizen

“Kaizen is a Japanese word for the phylosophy, that defines management’s role in continously encouraging & implementing small improvement involving everyone.”

Kaizen makes the process more efficient , effective and adaptable.

Kaizen focuses on simplication of complex process by breaking them down into their sub-process and then improving them

MANUFACTURING OBJECTIVES

KAIZEN

Quality Effort Involvement of all

employees Willingness to

Change Communication

Team Work Personal

Discipline Improved Morale Quality Circles Suggestions For

Improvement

Key Elements of Kaizen foundation of Kaizen

KAIZEN

KAIZEN

JOB FUNCTIONS AS PERCIEVED BY JAPANESE MANAGERS

KAIZEN IMPROVEMENT FOCUSES ON Value added &

non-value added work activities.

Muda: wastes1. Over Production2. Delay3. Transportation4. Inventory5. Defective Parts6. Wasted Motion7. Processing

Principles of Material Handling

Documentation of standard operating procedures

5-S frame work Better Communication

through visual displays- posters, bulletins.

Just In Time Principles Poka – Yoke : to prevent

or detect errors Team Effort on Problem

solving, conflict reduction & communication.

KAIZEN

KAIZEN : SMALL SUGGESTIONS

An example of a Kaizen type improvement would be the change in color of a welding booth from black to white to improve operators visibility

KAIZEN

•Work Improvement•Environment Improvement•Process Improvement•Machine capability Improvement•Quality Improvement•Customer Service Improvement

KAIZEN

“JIT is manufacturing philosophy that produces necessary units, with the required quality, in the necessary quantities, at the last safe moment.”

Eliminates waste of time, labour and storage space.

It’s a “pull” system of production: actual orders provide a signal when to manufacture.

Non-value-adding activities are removed for the purposes of : Reducing Cost Improving Quality Improving Performance Improving Delivery Adding Flexibility Increase innovativeness

JUST IN TIME (JIT)

JUST IN TIME (JIT)

JUST IN TIME (JIT)

Advantages of JIT

Reduction in storage space

Less working capital Less likelihood of

stock perishing Avoids the build up

of unsold finished product

Limitations of JIT

Little room for mistakes

Production is very reliant on suppliers

No spared finished product to meet the expected demand

‘KAN’ : Card ; ‘BAN’ : SignalJapanese term for "visual record”Coined by : Taiichi Ohno

The Kanban card is “A message that signals depletion of product , parts or inventory that when received will trigger replenishment of that product, part or inventory.”

Bernstein identifies as “a highly efficient and effective factory production system”.

No. of kanbans =

KANBAN

KANBAN

POURS is an innovative Web-based solution that streamlines the process, training and support associated with inventory management.

scanning bar codes and transmitting electronic orders.

‘POKA’ – ‘mistake’ ; YOKERU – ‘Proofing’ Developer: Shigeo Shingo (1960)- The industrial engineers at

Toyota.

“Techniques that help operators avoid mistakes in their work caused by choosing the wrong part, leaving out a part, installing a part backwards, etc”

It provides instant feedback and prevention of quality problems It is a tool that is

Mistake-proofing systems Does not rely on operators catching mistakes Inexpensive ‘Point of Origin inspection’ Quick feedback 100% of the time

This tool can be applied to any process, be it in manufacturing or the service industry.

POKA- YOKE

1. Poor procedures or standards.

2. Machines.3. Non-conforming

material.4. Worn tooling.5. Human Mistakes.

Except for human mistakes these conditions can be predicted and corrective action can be implemented to eliminate the cause of defects.

1. Identify the operation or process - based on a Pareto Analysis.

2. Analyze the 5-whys and understand the ways a process can fail.

3. Decide the right Poka-yoke approach, such as using a,• Shut out Type:

Preventing an error being made, or an

• AttentionType: Highlighting that an error has been made.

Causes Of DefectsSteps in applying Poka- Yoke

POKA- YOKE

i. Processing Error: Process operation missed or not performed per the SOP.

ii. Setup Error: Using the wrong tooling or setting machine adjustments incorrectly. 

iii. Missing Part: Not all parts included in the assembly, welding, or other processes.

iv. Improper part/item: Wrong part used in the process.

v. Operations Error: Carrying out an operation incorrectly; having the incorrect version of the specification.

vi. Measurement Error: Errors in machine adjustment, test measurement or dimensions of a part coming in from a supplier.  

POKA- YOKE

ERROR TYPES

POKA- YOKE

EXAMPLES OF POKA- YOKE

3.5 inch diskettes cannot be inserted unless diskette is oriented correctly.

The sink is fitted with light sensors. These sensors ensure that the water is turned off in the sink.

Circuit breakers prevent electrical overloads and the fires that result. When the load becomes too great, the circuit is broken

THANK YOU…