LECTURE NOTE

WORLD-CLASS MANUFACTURERWORLD-CLASS MANUFACTURERWORLD-CLASS MANUFACTURERWORLD-CLASS MANUFACTURER

Mistake-free ● Fast ● Lean ● Flexible ● Environment-friendlyMistake-free ● Fast ● Lean ● Flexible ● Environment-friendlyMistake-free ● Fast ● Lean ● Flexible ● Environment-friendlyMistake-free ● Fast ● Lean ● Flexible ● Environment-friendly

TOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENT

PRO

DU

CTS

PRO

DU

CTS

Del

ight

cus

tom

ers

Del

ight

cus

tom

ers

PRO

DU

CTS

PRO

DU

CTS

Del

ight

cus

tom

ers

Del

ight

cus

tom

ers

PEO

PLE

PEO

PLE

Invo

lved

, Com

mitt

edIn

volv

ed, C

omm

itted

& C

reati

ve&

Cre

ative

PEO

PLE

PEO

PLE

Invo

lved

, Com

mitt

edIn

volv

ed, C

omm

itted

& C

reati

ve&

Cre

ative

PRO

CESS

ESPR

OCE

SSES

Capa

ble

and

Effici

ent

Capa

ble

and

Effici

ent

PRO

CESS

ESPR

OCE

SSES

Capa

ble

and

Effici

ent

Capa

ble

and

Effici

ent

HOUSE OF TQM

TQMTQMTQMTQM

ContinuousContinuousImprovementImprovement

TeamsTeams

ContinuousContinuousImprovementImprovement

TeamsTeams

Innovative Innovative CreativeCreative

CircleCircle

Innovative Innovative CreativeCreative

CircleCircle

AutonomousAutonomousMaintenance Maintenance

& 5S& 5S

AutonomousAutonomousMaintenance Maintenance

& 5S& 5S

LeanLeanManufacturingManufacturing

LeanLeanManufacturingManufacturing

EmployeeEmployeeSuggestionSuggestion

SchemeScheme

EmployeeEmployeeSuggestionSuggestion

SchemeSchemeTraining &Training &EducationEducation

Training &Training &EducationEducation

QualityQualityManagementManagement

SystemSystem

QualityQualityManagementManagement

SystemSystem

EHSEHSManagementManagement

SystemSystem

EHSEHSManagementManagement

SystemSystem

TQM CORE INITIATIVES

TRANSFORMATION

Continuously Steering Towards Excellence

AMS – 5 FOCUS TARGET

1-Improve in Employee Satisfaction Index2-Increase in number of employees suggestions and implementations.3-Improve in employee rewards 4-Improve in the training hours per employee5-Increase in numbers of improvement projects.6-Reduce employees absenteeism & turnover

MORALE

1- Improve profit2- Reduction of: a) Raw material, WIP and FG b) Utilities costs c) Space usage d) Overtime cost e) Maintenance cost f) Labor employed g) Equipment downtime h) New investment

1-Zero accident2-Compliance to DOE & DOSH regulation3- Certify to OHSAS & EMS4-Increase S.H.E awareness5-Good housekeeping & improve 5S index.

1-Reduction of through put time2-Reduce non-value added work3- Increase stock turn4-On-time-delivery to customer5-Reduction of lot size6- Improvement of OEE. 7- Change-over time8- Optimization of logistic

1-Elimination of customers downtime2-Reduction of in-process ppm3-Reduction of customer reject ppm4-Reduction in suppliers in-coming parts ppm5- Certified to International standards.6-Reduce cost of quality

QUALITY COST

DELIVERY

EHS

5FOCUS

TARGETS

DETERMINING THE AMS PRINCIPLE

brainstorming

REFERENCES a) TOYOTA Production System b) MERCEDES Production Systemc) BOSCH Production Systemd) ISUZU KAIZEN Network Systeme) FORD Production System

5FOCUS

TARGETSVALUES

QU

ALIT

Y RI

GH

T 1ST

TIM

E

PULL

SYS

TEM

VISUAL MANAGEMENTTOTAL EMPLOYEE INVOLVEMENT & DEVELOPMENT

LONG TERM BUSINESS THINKING

WAS

TE E

LIM

INAT

ION

FLE

XIBI

LITY

PRO

DU

CTIO

N L

EVEL

LIN

G

STA

ND

ARD

IZAT

ION

BEST QUALITY – LOWEST COST– SHORTEST LEADTIME- BEST ENVIRONMENT & SAFETY – HIGH MORALE

QU

ALIT

Y RI

GH

T 1ST

TIM

E EV

ERY

TIM

E

PULL

SYS

TEM

VISUAL MANAGEMENT

TOTAL EMPLOYEE INVOLVEMENT & DEVELOPMENT

LONG TERM BUSINESS THINKING

PRO

DU

CTIO

N L

EVEL

LIN

G

STA

ND

ARD

ISAT

ION

WAS

TE E

LIM

INAT

ION

FLE

XIBI

LITY

BEST QUALITY – LOWEST COST– SHORTEST LEADTIME- BEST ENVIRONMENT & SAFETY – HIGH MORALE

HOUSE OF AMS

13 INITIATIVES

13 INITIATIVES

KEY PERFORMANCE INDICATORS (KPI)KEY PERFORMANCE INDICATORS (KPI)

5FOCUS

TARGET

5FOCUS

TARGET

HMS STRUCTURE

QU

ALIT

Y RI

GH

T 1ST

TIM

E EV

ERY

TIM

E

PULL

SYS

TEM

VISUAL MANAGEMENT

TOTAL EMPLOYEE INVOLVEMENT & DEVELOPMENT

LONG TERM BUSINESS THINKING

PRO

DU

CTIO

N L

EVEL

LIN

G

STA

ND

ARD

ISA

TIO

N

WA

STE

ELIM

INA

TIO

N

FLE

XIBI

LITY

BEST QUALITY – LOWEST COST– SHORTEST LEADTIME- BEST ENVIRONMENT & SAFETY – HIGH MORALE

P1. Long Term Business ThinkingP1. Long Term Business Thinking Business decisions are guided by long term thinking and being embraced by every employee.

P2. Total Employee Involvement & Development P2. Total Employee Involvement & Development

Committed and engaged employees are involved in their task with sense of ownership and responsibility.

P9. StandardizationP9. Standardization Standardize for consistency, maintain predictability, regular timing and consistent output of processes.

P4. Quality Right 1st Time Every Time P4. Quality Right 1st Time Every Time Deliver right quality to the next customers by avoiding non-conformity through preventive actions all the time.

P3. Visual ManagementP3. Visual Management Make visible status, deviations, and install self explaining control systems and procedures.

P6. Waste EliminationP6. Waste Elimination Continuously improve to eliminate all type of wastes.

P7. FlexibilityP7. FlexibilityFlexible with regards to human resources, processes, logistics & volume variations.

P8. Production LevelingP8. Production Leveling Eliminate unevenness in production scheduling and level out workload of manufacturing and service processes.

P5. Pull SystemP5. Pull System Produce based on actual customer demands and avoid over production throughout the processes.

HMS 9 PRINCIPLES (OVERVIEW)

STRATEGIC MANAGEMENT

PROCESS OWNERSHIP THINKING

5S

VISUAL MANAGEMENT

Strategies that involved business plan, KPI, investment, customer satisfaction, employee satisfaction and product analysis.

To enable all the status of process or system to be visualized and understand without explanation. i.e. Visual Board, Footprint , Obeya, etc.

Activity that make working environmental tidy and systematic .

To develop K-Worker, meaning that workers having knowledge in technical, method, application, human and social responsibilities.

HMS INITIATIVES

QUALITY MANGEMENT

SYSTEM

EMPLOYEE SUGGESTION

SCHEME

SMALL GROUP ACTIVITIES

3 TYPES OF CERTIFICATION :(a) TS16949 (b) ISO14001 (c) ISO 18001

To encourage employee to give and idea or suggestion for improvement.

Employee involvement in continuous improvement program for QCDMS.

Production process with the method of ‘One piece continuous flow’’ without extra raw material or finish good product (zero inventory).

JUST-IN-TIME (JIT)

HMS INITIATIVES

12

VALUE STREAM MAPPING

A method that use to analyse overall production process starts from supplier, production and customers.

AUTONOMASI (JIDOKA) One of the method to use for controlling the product quality (quality control process) by using certain methods (engineering).

SINGLE MINUTE EXCHANGE DIE (SMED)

Quick changeover method using for model change process from old method to new within the shortest time.

AUTONOMOUS MAINTENANCE (AM)

Activity that encourage machine operator to carry out basic maintenance on his/her machines. Objective of AM are zero defect, zero downtime and zero accident.

HMS INITIATIVES

FLEXIBILITY

Flexibility Production System is the system that able to accommodate the variable production planning either it was plan or not. There are two category of flexibility system :

1) Resource flexibility – includes the flexibility of the system to produce new product..

2) Routing flexibility – includes variety of line and system that able to produce high productivity and capicity at any time required..

HMS INITIATIVES