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S. Ilango
Associate Vice President - TQM
17th Nov 2011
TQM Strategy for Continual
Improvements – the SRF Way
3rd Continual Improvement
and Innovation Symposium
DQG, Dubai
2
Backbone of our TQM Journey
We are what we repeatedly do….
EXCELLENCE, therefore, is not an act but a HABIT
- Aristotle
3
Contents of this Presentation
About SRF
The Deming Challenge
Early Phase: 1991-1999
Momentum Phase: 2000-2004
TQM - for Continual Improvements
TQM Models
TQM Practices
Results
4
About SRF
5
A multi-business manufacturing entity
India, Thailand, UAE and South Africa
5500 globally
75 countries
SRF – at a glance
12 (nine in India)
800 million USD
6
Yarn Griege Fabric
Dipped Fabric EP - Chips
Refrigerant Gases CMS
Fishnet Twine Belting Fabric
Packaging
Film
Coated Fabric
Products SRF Manufactures
TTB
CB
PFB
EPB
7
CB PFB EPB TTB
Diverse applications
Touching your lives every day
8
Business
TTB
CB
PFB
EPB
Port Elizabeth
Dubai Thailand
Manali
Thailand
Gwalior
Gummidipoondi
Trichy
Pantnagar
Kashipur
Indore
Bhiwadi
Dahej
Present in four countries
9
Meeting requirements of customers in more than 75 countries
Global Foot Prints for SRF Products
10
SRF – Proud Winner of Deming Application Prize
11
The Deming Challenge
12
Adverse union
relationship
Low desire for change
of Management way
TQM Way Chosen
• QC Circles born 1981 and ended
1987
• Any way we are making good profit
Opportunity to become
World class
Exposure to Denso
TQM programme for
Top Management at JUSE
Economic reforms
from 1991
How TQM was chosen
• Import of tyrecord fabric
• Possible closure
Positive forces Negative forces
How TQM was chosen as SRF Management Way
13
JUSE Program – attended by TOP Management
Decision to adopt TQM
Creation of TQM Cell
Design of TQM Frame Work
Communication from Chairman
TQM Education
5S Training and Introduction
TQM Introduction: Early Phase: 1991-99
14
Quality First Approach
People Development and
Involvement
Strengthening System
TQM Introduction: Momentum Phase: 2000-04
14 Elements of Quality
Modernization - Technology
Breakthrough Equipment Design
5S, Kaizens
QCC and PSP
Maintenance Practices
People Red Book
Daily Management
Policy Management
Management Diagnosis
15
TQM – The SRF Way , for Continual Improvements
16
Annual Planning
Design of TQM Frame Work
Management Diagnosis
Improvement Hierarchy
People Participation Initiatives – Internal
Continual Improvement Framework
People Participation Initiatives - External
ARC- Acknowledgement , Recognition and Celebrations
Cherokee Wisdom
Constant Training and Communication
Thank You
He who has a hundred miles to walk should reckon
ninety as half the journey.
18
Cultural change
Awareness
Leap of
Faith
Action
Attitude
Transformation Model
— adapted from Don Wheeler
Theory-in-use
Sensei
Master (Truth sayer)
Guru
19
Message from the then Vice-chairman
19
It is vital that SRF builds up its strengths and
becomes a world class company, able to
compete with the world’s best. TQM is a means
to that end.
The road to Total Quality will be a long
one, spanning many years. In fact, over
the next nine months, we are simply
going to prepare ourselves to
introduce TQM.
Arun Bharat Ram (Chairman and
Managing Director)
1992
Message from the then Vice-Chairman
20
Kaizen Training Program
Control Points Training Program
Constant Training and Communication
5S Training Basic TQM Training Program
AM Training Program PSP Training Program Training
Action
21
5S – Coordinator’s training
APC Training 5S Introduction – Mass Cleaning
5S – Introduction of Trophies
Progress of 5S
View of Stores
5S Recognitions Factory External View Factory – Internal View
Arrangement for all items
Filing System
Gangway Markings
22
14 Dimensions of Quality
Upstream QA
(Q0)
Product
planning
(Q1)
Product
development
(Q2)
Preparation for mass production
(Q3)
Sign off for
mass
production
Down stream
QA (before
supply)
(Q4)
Vendor items
(Q5)
Intermediate
product
(Q6)
Physical
properties
(Q7)
Roll rating (Q8) Packing
and logistics
Down steam
(after supply)
(Q9)
Tyre
processability
(Q10)
Tyre
Performance
(Q11)
Application
Service
(Q12)
Commercial
service
(Q13)
Relationship
23
Production
came
first
Demonstrating Quality First:
Investing in Technology & Facilitates
Yarn
Before Economic
Reforms,
Conventional
Education
on
Quality First
“We believe in the principles of
Quality First and Market In…”
Quality First
Spin draw
Weaving Shuttle Shuttle less
Dipping Multiple , Slow Single, High Speed
Power Elec Board Captive Power Plant
Shed Uncontrolled AC Conditioning
Flooring and
Roofing Old Epoxy Flooring
Technology Before Now
24
285 parts
converted
WACKY IDEA
Cost: 25% of
new twister
Twisting Machine
Convert 2-stage
twisters uniquely to
single stage
• Half the lead time, waste rate, power
cost, space, maintenance cost.
• Double the productivity
Results
Revolutionary Equipment Design
Cabling Machine SADC Machine
25
Problem:
Blue
(Workmen)
Blue
(Officers &
Supervisors)
Silver
Gold
Local Business Process Business Unit
Impact
of
Impro
vem
ent
Problem Solving Process
26
Autonomous Maintenance
• Ownership of Machines People
• Daily Cleaning, Lubrication,
Abnormality Tagging and Minor
Corrections
• Knowledge on machine parts,
operation, process and inspection
Machine
cleaning and
Inspection
Machine
cleaning and
Inspection
27
People Red Book
Months
People Red Book
People Related Issues
Work Related Treatment Related Admin Related Personal Problems
People Red Book System
Communication
Correction
Corrective Action
Preventive Action
Diagnosis
and
Surveys
28
Cherokee Wisdom According to Cherokee tribal lore, there is an ancient formula for success :
• Clear intention : You must know what your purpose is and persist in its pursuit.
• Skillful means : You must have good methods and be skilled in their use.
• Affirmation : Your task must have integrity, it must not clash with fundamental
values, it needs support from the tribe and from your own heart.
Skillful means Affirmation
Clear intention
Successful
work
- From Peter Scholtes
29
Quality
(Customer Focus)
Systematic Improvement
(Process Focus)
All one team
(People Focus)
Leadership
1. Mobilise everyone
to create value
for customers
2. Sense reality by
being at the
workplace
TQM Triangle
30
Our Own Unique TQM Framework
• Integrates Principles, Methods,
Systems and Tools
• Integrates Productive Maintenance
and Toyota Production System
• The Way We Do Think and Do
Things
• The Way We Manage
• The “Results” that
we want to achieve
SRF TQM FRAMEWORK
“People satisfy customers efficiently.”
31
Diagnosis - Five Stage Capability Model
Hardware
Software
Human ware
Vision
Strategy
Structure
Shareholders Employees Customers Society
Business Results
32
Basic conditions
required are
not present
0
Basic conditions
are established
1
Maintenance
and continuous
improvement
are institutionalised
2
Breakthrough
improvement
and upstream
management are
institutionalised
3
Benchmarks are
set for the rest
of the world
4
A Happier World
Diagnosis - Five Stage Capability Model
How Effective
are systems
for
MIT?
33
Annual Planning
Inputs from Strategic Plans
Routine Plans + Breakthrough Plans
Financials
Inputs
fro
m
Dia
gnosi
s
Planning Process
Exte
rnal
Develo
pm
ents
Vision
Communication of Plans at Various Levels
Hierarchy
of Reviews
Achievement Measurement
34
World Class R&D Facilities
Activity Level
Improvements
System Level
Improvements
Process Level
Improvements
Sub-Process Level
Improvements
5S,AM, Kaizens
QCC, PSP Blue,
TPM
PSP Silver, Gold,
NPD
Business Process
Re-Engineering,
Transformation,
Breakthrough
Technology
Improvement Hierarchy
35
Constant Training and Communication
Some of the key Topics:
• TQM Basics
• About Company , Products , Process, Customers , Suppliers
• 5S, Kaizens, QCC, AM
• PSP, Lean, TPM, DOE
• Knowledge and Skill Improvements
• Leadership, Team working
36
Improvement Hierarchy
Kaizen Week QCC Day AM Day DM Week 5S Week
Plan 13-17th June 18-22nd July 17-21st Oct 14-18th Nov 23-27th Jan
Actual 13-17th June 18-22nd July 17-21st Oct
37
Glimpses of External Competitions
• 80 external accolades during
2010-11
• Already 46 external accolades in
H1 of 2011-12