SDP Module

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    Total Quality Management

    at

    Larsen & Toubro Limited

    Hazira Works

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    P-D-C-A OF ALL TQM & CHANGE INITIATIVESTHRU FORTNIGHTLY MEETINGS

    V.C.BEDI

    VICE PRESIDENT

    CLUSTER A

    J G M (SERV.)

    ADMIN AND MFG.

    SERVICES

    J G M

    SPL. PROJ (SBU-3)

    Sr. D G M

    FIN & A/C

    D. G. M.

    INCHARGE - LEMF

    J G M

    PC-1

    J G M (SBU-4 HEAD)

    COMP. SYSTEMS & ERP

    M V KOTWAL

    EXECUTIVE VICE PRESIDENT

    TQM COUNCIL

    SR DGM

    HR & TQM

    SR DGM

    QA & NDE

    S K MALHOTRA

    JGM - HEAD

    MFF BUSINESS UNIT

    SR.DGM

    MFF

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    TQM Journey at HZWTQM Journey at HZW

    EIS - Staff & WorkmenSpeakout Sessions

    VOU SessionsTQM Launch

    5S- House Keeping

    Self Development

    OCSProcess Parameters

    JQ ITPM

    IQRS Audit

    Vendor Meet

    CSS

    LSIP

    Aug 92

    Jan 94

    Jun 96Jul 96

    Jan 95

    Apr 00

    Impr. TeamsDec 99

    Mar 95

    Oct 95

    Jul 97

    Jan 99

    Jun 93

    TOC

    TBW

    IQRS Level-7

    Dec 02

    May 01

    Apr 03

    P

    D

    C

    A

    P-D-C-A Cycle

    Aug 02 Manthan

    Feb 95

    Apr 93

    Apr 95

    Oct 95 Example Setting

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    Employee

    Involvement

    System

    (Kaizen)

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    Why Employee

    Involvement

    System?

    Personal GrowthIncreased

    Enthusiasm

    levels

    Increased

    Commitment &

    Dedication

    Increased

    Employee

    InvolvementSystem for

    sharing

    improvements

    Creation of

    learning

    environmentSustain

    productivity

    Increase

    organisational

    competitiveness

    A paradigm shift...

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    Transforming

    EIS

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    E-Survey [Period - Jan 2002]

    Conclusion: Need for Change

    6

    65

    143

    42

    4

    Don't Know (2.22%)

    Not At All (24.07%)

    Some Extent (52.96%)

    Large Extent (15.5%)

    Very Large Extent (1.48%)

    EIS is a painful exercise to the participant

    Total Responses : 270

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    EIS Feedback -[Period -Feb-2002]

    69

    159

    105 108

    0

    20

    40

    60

    80

    100

    120

    140

    160

    180

    200

    Yes No Yes No

    I want EIS to be discontinued Should EIS be extended

    to W/M?

    (21%)

    (49%)

    (79%)

    (51%)

    Conclusion : System should Continuein some form

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    anthan

    A Voluntary System

    Focus on Quality

    Quantifiable, Measurable improvements

    Focus areas

    Team based improvements

    Involvement of Immediate superiors

    Elimination of waste - Muda

    Improved evaluation and recognition system

    Archiving

    Input for annual appraisal

    Satisfying ISO & IQRS requirements

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    TQMC

    C1, C2, C3, C4, C5

    STAFF

    Announces Focussed Areas

    Selects top 5 monthly

    Improvements

    Evaluates/endorses improvements

    recd. in his dept - also gives own

    improvements

    Submits improvements to his

    immediate superior in the

    department

    Manthan Coverage

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    Focussed Areas announced every six months

    Submit improvements to immediate superior

    before 5th of every month

    Evaluate the improvements

    Forward these improvements to TQM Cellby 10th of every month.

    Check, Verify all improvements

    received before 15th of every month

    Manthan Methodology

    TQMC

    C1 to C5

    Staff

    TQM Cell

    C1 to C5

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    Organise meeting of the committee of TQMC members

    between 16th & 20th of every month

    Select top 5 improvements

    Announce results before

    end of every month

    Facilitate Rewards/

    Recognition Process

    Manthan Methodology Continued

    TQM Cell

    Committee

    TQM Cell

    TQM Cell

    Select Min. 15% improvements

    based on scores/gains

    TQM Cell

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    Evaluation Criteria

    Criterion Points

    Individual or Team 10 (1) 15 (2) 20 ( >2)

    One Time or Sustainable One time Sustainable Perpetualfor 1 year

    10 20 30

    Proactive / Reactive Flower Bud Sprout Seed

    stage stage stage stage

    10 15 20 25

    Creativity Low Medium High Unique

    10 15 20 25

    Focus Area Multiplier 1.2

    Please Circle the points for each criterion while evaluating

    [ Figures in brackets show no. of persons ]

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    Daily display in the canteen

    INITIATOR

    Mr.Sanjay Chaudhary

    TEAM MEMBERS

    JULY

    RANK 2

    SCORE 117

    29.10.03

    Did Automatic SAW with nozzle welder for the first time for outsidewelding after chipback on Nozzle # shell joint. SAW was done evenwhere the sagita of nozzles was more than 80 mm.It greatly reduced the cycle time and chances of repair.

    Mr. Himesh A Patel Mr. Kaushal B.Desai Mr. Manish C.Patel Mr. Umesh K Ojha

    INDIVIDUAL

    IMPROVEMENT

    (10)

    TEAM OF < 2

    (15)

    TEAM OF >2

    (20)

    ONE TIME

    (10)

    SUSTAINABLE

    FOR 1 YR

    (20)

    PERPETUAL

    (30)

    FLOWER

    STAGE

    (10)

    BUD STAGE

    (15)

    SPROUT

    STAGE

    (20)

    SEED

    STAGE

    (25)

    LOW

    CREATIVITY

    (10)

    MEDIUM

    CREATIVITY

    (15)

    HIGH

    CREATIVITY

    (20)

    UNIQUE

    CREATIVITY

    (25)

    FOCUS AREA - Cycle t ime reducti on

    SAV ING FACTOR - 27

    TOTAL 117

    Manthan No.157

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    A box of sweets

    The top 5 of the month

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    Juran

    on

    Quality Improvement

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    Small Group Activities

    Purpose

    To solve chronic Cross Functional Problems

    First Phase

    (1995-96 onwards)

    7 Problems prioritised by TQM Council and 7

    Teams formed

    All teams came out with certain solutions

    Lessons Learnt

    Problems Chosen were Elephant Size

    Lack of Structured Methodology

    Lack of Training

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    A methodology for solving

    chronic quality related

    problems

    developed by

    Dr. Juran

    JQI

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    SporadicSpike

    Chronic Waste GAIN

    Time

    BAD

    Qua

    lity

    JURAN TRILOGY

    QC

    QI

    Lesson Learned

    Hidden Factory - COPQ

    Fire

    Fighting

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    THE FOUR PHASES

    OF

    JQI

    HOLDINGTHEGAINS

    PROJECTDEFINITION

    ANDORGANISATION

    DIAGNOSTICJOURNEY

    REMEDIALJOURNEY

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    Second Phase

    Juran On Quality Improvement (JQI Process)

    Number of JQI Projects

    1996 - 97 1997 - 98 1998 - 99 2000-01 2001-02

    9 12 9 6 6

    Juran on Quality Improvement (JQI)

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    The JQI journey ends with a presentation.

    At the end of the presentation the best team is

    selected.

    The selection is done on the basis of the Council

    members and Consultants evaluation.

    The evaluation is on the basis of 4 well defined

    criteria.

    Recognition

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    Training

    Team Facilitators/Leaders (5 days)

    Team Members (2 days)

    Q.C. Tools Training

    JQI Helps in....

    Challenging assumptions

    Spreading Data Driven Culture

    Improving Teamwork and Timeliness

    Extensive use of QC tools

    Institutionalisation of improvement processes

    JQI Gains...

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    International Quality Rating

    System

    Effectiveness - doing right things first

    Efficiency - doing things right first time

    Excellence - efficiently meeting effective

    goals

    forMEASUREMENT

    Of our

    QUALITY SYSTEM MANAGEMENT PERFORMANCE

    In terms of -

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    IQRS Comprises of

    14 elements

    10 levels (Level 1 - lowest )

    (Level 10 - highest)

    919 questions and

    20,000 points

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    Total

    Productive

    Maintenance

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    Zero unplanned downtime

    Zero Speed losses

    Zero defects

    Leading to improved O.E.E.

    TPM Goals

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    Identify Machines for TPM

    Organise Cross functional teams comprising

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