1. Quality GurusPresentation onProductivity & QualityManagement (unit 4)

2. Anushree Nair-46Sameer Omles-47Kiran Panchal-48Chetan Pardesi-49Pratik Parte-50Ikhlaque Pathan-51Aishwarya patil-52Kiran Patil- 53Zuber Shaikh-69 3. Holistic quality management can be defined asa movement helping organizations to address quality management as abusiness strategy, to enhance quality of management, resulting inempowered employees, committed customers, supporting suppliers andbreakthrough business results. 4. LEAN MANUFACTURING IS A PART OFTPS(TOYOTA PRODUCTION SYSTEM.TPS is an operations management system toachieve goals of highest quality, lowest cost,and shortest lead time via engineering peopletowards goalThe espoused goals of lean manufacturing systemsdiffer between various authors. While some maintain aninternal focus, e.g. to increase profit for the organization,others claim that improvements should be done for thesake of the customer 5. DefinecustomervalueDefiningthe valuestreamMake itflowPull fromthecustomerStrive forexcellence 6. Lean Manufacturing focuses on the identification and elimination of the 7forms of waste:OverproductionInventoryUnnecessary MotionTransportationWaitingOver processingDefects/Repair/Rework 7. Components of Lean ManufacturingTotal Productive Maintenance (TPM)Learn how to improve equipment reliability by applying TPM methods.Visual Workplace (Displays & Controls):See how visual controls and visual displays reinforce and enhance a lean effort.Lean Support Processes (Purchasing, Scheduling, Warehousing & Shipping)Recognize how important lean scheduling, lean purchasing, lean accounting, and leanwarehousing practices are to supporting and sustaining a lean manufacturing effort.Continuous Improvement (PDCA):Explore the options for keeping a lean effort viable and vital. 8. Streamline the Value Stream (Workflows & Layouts):Learn how to use value stream maps to create macro-facility workflows and micro-process workflows.Workplace Organization (The 5S's): Understand how the 5S's establish a structured approach for storing materials, supplies, and equipmentin work areas.Predictability & Consistency (Quality): Discover how quality improvement techniques such as GR&Rs, SPC, DOE, DFA/DFM, and(especially) mistake-proofing help prevent problems and lead to robust processes.Set-Up Reduction (SMED): Investigate how to slash set-up and change-over times and understand how important fast set-ups areto lean efforts. 9. focus on waste elimination called 3 msMuda wasteMuriOverburdenMuraUnevennessMuda any non value added activityMura- any activity which is result inoperational unevennessMuri-any irrational activity like overstraining men & machine 10. JIT manufacturing is a philosophy of manufacturing based onplanned elimination of waste & continuous improvement ofproductivity.Just in time is a pull system of production, so actual ordersprovide a signal for when a product should be manufactured.Demand-pull enables a firm to produce only what is required, inthe correct quantity and at the correct time. 11. Jidoka means automation with a human touch. It means building in quality as youproduceJidoka stops any machine producing low quality automatically.Autonomation describes a feature of machine design to effect the principle ofjidoka used in the Toyota Production System (TPS) and Lean manufacturing.It may be described as "intelligent automation" or "automation with a humantouch.This type of automation implements some supervisory functions rather thanproduction functions.At Toyota this usually means that if an abnormal situation arises the machinestops and the worker will stop the production line. 12. The Japanese word kanban, which translates as signboard or Card, hasbecome synonymous with demand scheduling.1 Kanban traces itsroots to the early days of the Toyota production system. In the late1940s and early 1950s, Taiichi Onho developed kanbans to controlproduction between processes and to implement Just in Time (JIT)manufacturing at Toyota manufacturing plants in Japan. These ideas did not gain worldwide acceptance until the global recession intheKANBAN MADE SIMPLE1970s. 13. We define kanban scheduling as demand scheduling. In processescontrolled by kanbans, the operators produce products basedon actual usage rather than forecasted usage. Therefore, for a schedulingprocess to be considered a true kanban, the production processit controls must:Only produce product to replace the product consumed by itscustomer(s) Only produce product based on signals sent by its customer(s) It is an interesting aside that the Toyota Company started the Toyota MotorCompany with the money received from selling the rights to produce a weavingloom that had been designed by Sakichi Toyoda. 14. Work cellRaw MaterialSupplierKanbanPurchasedParts SupplierSub-assemblyFinished goods Customer orderShipKanbanKanbanKanbanKanbanFinal assemblyKanban 15. 1. Reduces inventory2. Improves flow3. Prevents overproduction4. Places control at the operations level (with the operator)5. Creates visual scheduling and management of the process6. Improves responsiveness to changes in demand7. Minimizes risk of inventory obsolescence8. Increases ability to manage the supply chain 16. SingleMinuteExchangeofDies Developed by Shigeo ShingoSet-up and changeover reductions forequipment, tooling and machines.( in the late 1950s and early1960s) chief engineer of ToyotaQUICK CHANGE OVERA strategy for performanceExcellence 17. SingleMinuteExchange ofDiesIdeas for ImprovementQUICKCHANGEOVER 18. Reduce inventory Reduce batch sizes Reduce changeover time Reduce impact on equipment utilization Improve quality after changeover Improve repeatability Improve throughput Improve flexibilityObserve andrecordSeparate internaland externalactivities.Convert internalactivities toexternal activitiesStreamline allactivitiesDocumentinternal andexternalproceduresLeadershipImprovementMeasurementSMEDTemplateIdentify wasteGoalsGoals 19. SMED:Single Minute Exchange of DieConcept that says all setups should and cantake less than 10 minutesOTED:One Touch Exchange of DieConcept that says all setups should and cantake less than 100 seconds!What is World-Classin Quick Changeovers? 20. Getting Ideas Before You Write 21. The most commonly used group activity is brain storming. It is alwaysdone under the guidance of a faciliator.the objective is to take benefit of synergy, by involving all theparticipants and obtain the benefits of collective thinking though abrainstorming session. 22. Genechi Taguchi was born in Japan in 1924.Worked with Electronic CommunicationLaboratory (ECL) of Nippon Telephone andTelegraph Co.(1949-61).Major contribution has been to standardize andsimplify the use of the DESIGN OFEXPERIMENTS techniques.Published many books and papers on thesubject 23. System Design - create prototype product and process toproduce it. Parameter Design - find settings of process and productparameters which minimize variability. Tolerance Design - tradeoff between loss to consumer andmanufacturing costs 24. Benchmarking is a systematic method by which organization canmeasures themselves against the best industry practices. It promotes thebest in class performance.It also define as a measurement of our performance against the best classcompanies. 25. Benchmarking Process are as followed in the diagram:PlanningAnalysisIntegrationAction 26. PLANNINGEVALUTIONMEASUREMENT IMPROVEMENT 27. TraditionalTimeQuality 28. This four stepmethodology provides anexcellence road map tothe for managingimprovements oncontinuous basis .This four step known asDemings improvementssteps 29. Kaizen was first implemented in several Japanese businesses duringthe country's recovery after world war II. Carrying out small improvements in large numbers with totalemployee involvement, on a continuous basis. It must be achieved with 100% participation. It is better implemented by a person himself / herself whohas created the improvement idea and carried out in his /her ownworkplace. 30. Kaizen is the Japanese term for continuousimprovement . KAI means change and ZEN meansgood.Kaizen, therefore means making changes for better ona continuous , never ending basis.Kaizen is dedicated to continuous improvement , insmall increments at all levels 31. CustomerSatisfactionElementsof kaizenTeamworkJITQualityCirclesAutomationTPMLabor/ManagementCooperation 32. Check sheet5 SapproachFive M Check sheetThe five Ws and one Heirieisohitsukeeiketsu eiton 33. Born December 24, 1904 Graduated from Minneapolis South HighSchool (1920) Bachelor's degree in electrical engineeringfrom the University of Minnesota (1924) Contribution in the field of management,particularly quality management Founder of the consulting firm of JuranInstitute, Inc.Joseph M. Juran 34. Quality planning-the process of preparingTo meet quality goalsQuality control-the process for meeting qualityGoal during operationsQuality improvement-the process for breakthroughTo reach superior and level of performance 35. Six sigma is a business statistical Strategy.Is to identifying defects and removing them from the process ofproducts to improve quality.A defect is defined as any process output that does not meetcustomer specifications.Statistical measure to objectively evaluate processes.A process simply means that between the target specificationand the process means, six standard deviations can be fitted in.Most process are at 3 sigma level 36. DMAIC DMADV DefineMeasure Analyze Improve Control Define Measure Analyze Design Verify 37. Implemented MethodologiesTotal QualityManagementZero defects Quality Control 38. International Organizationfor Standardization 39. ISO 9000 is a family of standards for quality management systems.They were developed by International Organization for Standardization (ISO),patterned from a British quality program and first published in 1987.The American Society for Quality (ASQ) and the American National StandardsInstitute (ANSI) also produce standards and work with ISO. ISO standards are:based on need to meet customers requirements, regulations, and satisfaction.adopted by organizations and then they must become accredited.used worldwidenew edition is ISO 9001:2008.applied broadly to all products; doesnt differentiate between picture frames andnuclear components. 40. The international standards, developed over the years , can bebroadly grouped under two headsGeneric standard Industry specific standardISO 9000 StandardISO 9001 StandardISO 14001 StandardTS 16949TL9000ISO/IEC 90003 41. ISO 9000 directs that all management should be guided by the followingeight principles Customer Focus Leadership Involvement of people Process approach System approach Continual improvement Fact based approach Supplier relationships 42. ISO 14001 is the standard that gives the requirements for anenvironmental management system.ISO 14001:2004 is the latest, improved version.It is the only standard in the ISO 14000 family that can beused for certification.The ISO 14000 family includes 21 other standards that canhelp an organization specific aspects such as auditing,environmental labelling, life cycle analysis 43. Transfer of good practice to developing countriesTools for new economic playersRegional integrationFacilitate rise of servicesTransfer of good practice to developing countriesTools for new economic playersRegional integrationFacilitate rise of services 44. 1. Deming ApplicationPrize2. Malcom Baldrige Awards3. European QualityAwards4. TPM Award 45. Dr. Deming was in Japan giving lectureson statistical process control and wasrecorded for distribution and profit.Funds were donated to JUSEKenichi Koyanagi, the managing director of theJapanese Union of Scientists and Engineers(JUSE), used those funds to create the Demingprize to individuals or organizations in 1951.W. Edwards demingBased ideas on continuous improvement 46. Concentrates on :PolicyOrganization and operationsCollection and use ofinformationAnalysisPlanning for futureEducation and trainingQuality assuranceQuality effectsStandardizationControl 47. Award available to individuals and organizations, whereasothers do not (such as Baldrige only for organizations)Deming Prize for Individuals available every year. 48. Some companies Toyota Motor company Microcomputer system Shimizu construction company Kansai electric power companyU.S. winners: AT&T Power Systems Lucent Technology Power Systems 49. Malcolm Baldrige National Quality AwardThe award is open to small (less than500 employees) and large firms (morethan 500 employees) in themanufacturing and service sectors.It is not open to public-sector andnot-for-profit organizations.There can be only two winners percategory each year, which limits thenumber of yearly awards to six. 50. Key Characteristics of the MBNQA The criteria focus on business results. Companies must show outstanding results in a variety of areas towin. The Baldrige criteria are non prescriptive and adaptive. Although the focus on the Baldrige is on results, the means forobtaining these results are not prescribed. The criteria support company-wide alignment of goals andprocesses. The criteria permit goal-based diagnosis. The criteria and scoringguidelines provide assessment dimensions. 51. Baldrige Award FrameworkOrganizational Profile:Environment, Relationships and Challenges3 Customer andmarket focus6 Processmanagement4 Information and analysis1 Leadership7 Businessresults2 Strategicplanning5 HR develop. &management 52. ISO 9000:2000 Is the European standard for quality that has beenexpanded worldwide.European Quality Award (EQA) The highest level is the EQA for the mostaccomplished applicant in a given year. The second level given is the European QualityPrize for other firms that meet the award criteria. 53. European Quality Award ModelLeadershipPeoplemanagementProcessesBusinessresultsPolicy andstrategyResourcesPeoplesatisfactionCustomersatisfactionImpact onsocietyEnablers Results 54. TPM awards were instituted by theJapan institution of plantMaintenance(JIPM),TPM excellence awards are conferenceglobally to thoseOrganization exhibiting outstandingpractices in directingAnd implementing TPM 55. ANY QUESTIONS BEINGSIN YOUR MIND?