Pttqm Module 8

7/21/2019 Pttqm Module 8

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PTTQM (BU-3) Module 8

MODULE 8 - RECENT TRENDS

1. What is benchmarking? Mentin the ste!s in benchmarking. What are the bene"its

"r a man#"act#ring rganisatin?

Benchmarking is the process of identifying !est practice in relation to !oth products

(including) and the processes !y "hich those products are created and deli#ered$ The search

for !est practice can take place !oth inside a particular industry% and also in other industries$

The o!&ecti#e of !enchmarking is to understand and e#aluate the current position of a

!usiness or organi'ation in relation to !est practice and to identify areas and means of

performance impro#ement$

pplication of !enchmarking in#ol#es four key steps

(*) Understand in detail e+isting !usiness processes

(,) naly'e the !usiness processes of others

(3) ompare o"n !usiness performance "ith that of others analy'ed

(.) /mplement the steps necessary to close the performance gap

Benchmarking should not !e considered a one-off e+ercise$ To !e effecti#e% it must !ecome

an ongoing% integral part of an ongoing impro#ement process "ith the goal of keeping a!reast

of e#er-impro#ing !est practice$

$ene"its " benchmarking

There are se#eral key ad#antages to using !enchmarking in an organi'ation$

L%ering Labr Csts

0ne ad#antage of !enchmarking may !e lo"er la!or costs$ 1or e+ample% a small

manufacturing company may study ho" a top competitor uses ro!ots for se#eral !asic plant

functions$ These ro!ots may help the competitor sa#e a significant amount of money on la!or

costs$ ompany managers may o!tain information on these ro!otics systems through the

competitor2s "e!site or online articles$ They may also identify the company that sold the

competitor the ro!ots$ u!se4uently% the company using !enchmarking may call the ro!otmanufacturer to help set up its o"n system$

&m!r'ing (r)#ct *#a+it,

ompanies may also use !enchmarking to impro#e product 4uality$ 5ngineers sometimes

purchase leading competitors2 products$ They may then take them apart% study them and

determine ho" the competitors2 products outlast or outperform others in the industry$

hemical engineers may study food or cleaning products in a similar manner$ They can then

compare #arious elements contained in competiti#e products to their o"n product line$

u!se4uently% impro#ements can !e made to product 4uality$

Prof$ 6agha#endra% 7M% Bangalore Page *


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&ncreasing Sa+es an) (r"its

company that uses !enchmarking to impro#e its functions% operations% products and

ser#ices may en&oy increases in sales and profits$ ustomers are likely to notice these

impro#ements$ The !enchmarking company may also promote is impro#ements through

company !rochures% its sales reps% maga'ine and tele#ision ads$ These efforts are likely to

increase sales% especially among core customers$ ompanies that operate more efficiently dueto !enchmarking can drastically lo"er their e+penses$ These sa#ings can !e lead to greater

profits$

Cnsi)eratins

ome organi'ations use internal !enchmarking to impro#e performance in different

departments$ 9epartment managers may study and emulate the !est practices of one

particular department$ These changes may spark impro#ements among all departments$

/nternal !enchmarking has its limitations% ho"e#er$ The company2s top department may not

!e functioning as efficiently as others in the industry$ This means the other departments "ere

not truly !enchmarking against the !est departments out there$

. E!+ain the t,!es " benchmarking.

There are t"o primary types of !enchmarking

/nternal !enchmarking comparison of practices and performance !et"een teams%

indi#iduals or groups "ithin an organi'ation

5+ternal !enchmarking comparison of organi'ational performance to industry peers

or across industries

These can !e further distilled as follo"s

(rcess $enchmarking/9emonstrate ho" top performing companies accomplish thespecific process in 4uestion$ uch !enchmarking is collected #ia research%

sur#eys:inter#ie"s% and site #isits$ By identifying ho" others perform the same

functional task or o!&ecti#e% people gain insight and ideas they may not other"ise

achie#e$ uch information affirms and supports decision-making !y e+ecuti#es$

(er"rmance Metrics/;Performance metrics< gi#e numerical standard against "hich

a client=s o"n processes can !e compared$ These metrics are usually determined #ia a

detailed and carefully analy'ed sur#ey or inter#ie"s$ lients can then identify

performance gaps% prioriti'e action items% and then conduct follo"-on studies to

determine methods of impro#ement$

Strategic $enchmarking//dentify the fundamental lessons and "inning strategies

that ha#e ena!led high performing companies to !e successful in their marketplaces$

trategic !enchmarking e+amines ho" companies compete and is ideal for

corporations "ith a long-term perspecti#e$

0. What is maintenance? Disc#ss the )i""erent t,!es " maintenance their a)'antages

an) )isa)'antages. E!+ain the im!rtance " ha'ing maintenance )ne.

Maintenance is a set of organised acti#ities that are carried out in order to keep an item in its!est operational condition "ith minimum cost ac4uired$

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Types of Maintenance

a) Pre#enti#e Maintenance (PM)

!) orrecti#e Maintenance (M)

c) /mpro#ement Maintenance (/M)

d) Predicti#e Maintenance (P9M)a2 (re'enti'e Maintenance

/t is a set of acti#ities that are performed on plant e4uipment% machinery% and systems !efore

the occurrence of a failure in order to protect them and to pre#ent or eliminate any

degradation in their operating conditions$

The ad#antage of applying pre#enti#e maintenance acti#ities is to satisfy most of

maintenance o!&ecti#es$

The factors that affect the efficiency of this type of maintenance

*$ The need for an ade4uate num!er of staff in the maintenance department in order to

perform this type of maintenance$

,$ The right choice of production e4uipment and machinery that is suita!le for the

"orking en#ironment and that can tolerate the "orkload of this en#ironment$

3$ The re4uired staff 4ualifications and skills% "hich can !e gained through training$

.$ The support and commitment from e+ecuti#e management to the PM programme$

>$ The proper planning and scheduling of PM programme$

?$ The a!ility to properly apply the PM programme$

6esearchers su!di#ided pre#enti#e maintenance into different kinds according to the nature

of its acti#ities

6outine maintenance "hich includes those maintenance acti#ities that are repetiti#e

and periodic in nature such as lu!rication% cleaning% and small ad&ustment$ 6unning maintenance "hich includes those maintenance acti#ities that are carried out

"hile the machine or e4uipment is running and they represent those acti#ities that are

performed !efore the actual pre#enti#e maintenance acti#ities take place$

0pportunity maintenance "hich is a set of maintenance acti#ities that are performed

on a machine or a facility "hen an unplanned opportunity e+ists during the period of

performing planned maintenance acti#ities to other machines or facilities$

@indo" maintenance "hich is a set of acti#ities that are carried out "hen a machine

or e4uipment is not re4uired for a definite period of time$

hutdo"n pre#enti#e maintenance% "hich is a set of pre#enti#e maintenance acti#itiesthat are carried out "hen the production line is in total stoppage situation

b2 Crrecti'e Maintenance

/n this type% actions such as repair% replacement% or restore "ill !e carried out after the

occurrence of a failure in order to eliminate the source of this failure or reduce the fre4uency

of its occurrence$

This type of maintenance is su!di#ided into three types

A 6emedial maintenance% "hich is a set of acti#ities that are performed to eliminate the

source of failure "ithout interrupting the continuity of the production process$

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A 9eferred maintenance% "hich is a set of correcti#e maintenance acti#ities that are not

immediately initiated after the occurrence of a failure !ut are delayed in such a "ay

that "ill not affect the production process$

A hutdo"n correcti#e maintenance% "hich is a set of correcti#e maintenance acti#ities

that are performed "hen the production line is in total stoppage situation$The main o!&ecti#es of correcti#e maintenance are the ma+imisation of the effecti#eness of

all critical plant systems% the elimination of !reakdo"ns% the elimination of unnecessary

repair% and the reduction of the de#iations from optimum operating conditions$

The difference !et"een correcti#e maintenance and pre#enti#e maintenance is that for the

correcti#e maintenance% the failure should occur !efore any correcti#e action is taken$

orrecti#e maintenance is different from run to failure maintenance in that its acti#ities are

planned and regularly taken out to keep plant=s machines and e4uipment in optimum

operating condition$

c2 &m!r'ement Maintenance

/t aims at reducing or eliminating entirely the need for maintenance$

This type of maintenance is su!di#ided into three types as follo"s

i$ 9esign-out maintenance "hich is a set of acti#ities that are used to eliminate the cause

of maintenance% simplify maintenance tasks% or raise machine performance from the

maintenance point of #ie" !y redesigning those machines and facilities "hich are

#ulnera!le to fre4uent occurrence of failure and their long term repair or replacement

cost is #ery e+pensi#e$

ii$ 5ngineering ser#ices "hich include construction and construction modification%

remo#al and installation% and rearrangement of facilities$iii$ hutdo"n impro#ement maintenance% "hich is a set of impro#ement maintenance

acti#ities that are performed "hile the production line is in a complete stoppage

situation

)2 (re)icti'e Maintenance

Predicti#e maintenance is a set of acti#ities that detect changes in the physical condition of

e4uipment (signs of failure) in order to carry out the appropriate maintenance "ork for

ma+imising the ser#ice life of e4uipment "ithout increasing the risk of failure$

/t is classified into t"o kinds according to the methods of detecting the signs of failure

ondition-!ased predicti#e maintenance

tatistical-!ased predicti#e maintenance

A ondition-!ased predicti#e maintenance depends on continuous or periodic condition

monitoring e4uipment to detect the signs of failure$

A tatistical-!ased predicti#e maintenance depends on statistical data from the

meticulous recording of the stoppages of the in-plant items and components in order

to de#elop models for predicting failures$

The dra"!ack of predicti#e maintenance is that it depends hea#ily on information and thecorrect interpretation of the information$

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ome researchers classified predicti#e maintenance as a type of pre#enti#e maintenance$

The main difference !et"een pre#enti#e maintenance and predicti#e maintenance is that

predicti#e maintenance uses monitoring the condition of machines or e4uipment to determine

the actual mean time to failure "hereas pre#enti#e maintenance depends on industrial

a#erage life statistics$Importance of Maintenance Management

A Ma+imising production or increasing facilities a#aila!ility at the lo"est cost and at the

highest 4uality and safety standards$

A 6educing !reakdo"ns and emergency shutdo"ns$

A 0ptimising resources utilisation$

A 6educing do"ntime$

A /mpro#ing spares stock control$

A /mpro#ing e4uipment efficiency and reducing scrap rate$

A Minimising energy usage$

A 0ptimising the useful life of e4uipment$

A Pro#iding relia!le cost and !udgetary control$

A /dentifying and implementing cost reductions

3. What are the )i""erent t,!es " !i++ars in T(M? 45#+,67#g 92

Total Producti#e Maintenance (TPM) is a maintenance program "hich in#ol#es a ne"ly

defined concept for maintaining plants and e4uipment$ The goal of the TPM program is to

markedly increase production "hile% at the same time% increasing employee morale and &o!

satisfaction$

TPM !rings maintenance into focus as a necessary and #itally important part of the !usiness$

/t is no longer regarded as a non-profit acti#ity$ 9o"n time for maintenance is scheduled as a

part of the manufacturing day and% in some cases% as an integral part of the manufacturing

process$ The goal is to hold emergency and unscheduled maintenance to a minimum$

8 P/CC6 01 TPM

PILLAR 1 - 5S:

TPM starts "ith >$ Pro!lems cannot !e clearly seen "hen the "ork place is unorgani'ed$

leaning and organi'ing the "orkplace helps the team to unco#er pro!lems$ Making

pro!lems #isi!le is the first step of impro#ement$

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5a!anese Term Eng+ish Trans+atin E:#i'a+ent ;S; term

Seiri 0rgani'ation ort

Seiton Tidiness ystemati'e

Seiso leaning "eep

Seiketsu tandardi'ation tandardi'e

Shitsuke 9iscipline elf - 9iscipline

5/6/ - ort outThis means sorting and organi'ing the items as critical% important% fre4uently used items%

useless% or items that are not need as of no"$ Un"anted items can !e sal#aged$ ritical items

should !e kept for use near!y and items that are not !e used in near future% should !e stored

in some place$For this step, the worth of the item should be decided based on utility and not

cost$ s a result of this step% the search time is reduced$

5/T0D - 0rgani'e

The concept here is that Each item has a place and only one place$ The items should !e

placed !ack after usage at the same place$ To identify items easily% name plates and colored

tags has to !e used$ Eertical racks can !e used for this purpose% and hea#y items occupy the

!ottom position in the racks$

5/0 - hine the "orkplace

This in#ol#es cleaning the "ork place free of !urrs% grease% oil% "aste% scrap etc$ Do loosely

hanging "ires or oil leakage from machines$

5/75TU - tandardi'ation

5mployees ha#e to discuss together and decide on standards for keeping the "ork place :

Machines : path"ays neat and clean$ These standards are implemented for "hole organi'ationand are tested : inspected randomly$

F/TU75 - elf discipline

onsidering > as a "ay of life and !ring a!out self-discipline among the employees of the

organi'ation$ This includes "earing !adges% follo"ing "ork procedures% punctuality%

dedication to the organi'ation etc$

PILLAR 2 - JISHU HOZEN (Autonomous maintenance):

This pillar is geared to"ards de#eloping operators to !e a!le to take care of small

maintenance tasks% thus freeing up the skilled maintenance people to spend time on more

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#alue added acti#ity and technical repairs$ The operators are responsi!le for upkeep of their

e4uipment to pre#ent it from deteriorating$

Policy

*$ Uninterrupted operation of e4uipments$

,$ 1le+i!le operators to operate and maintain other e4uipments$

3$ 5liminating the defects at source through acti#e employee participation$

.$ tep"ise implementation of GF acti#ities$

G/FU F0H5D Targets

*$ Pre#ent the occurrence of * : *B !ecause of GF$

,$ 6educe oil consumption !y >IJ

3$ 6educe process time !y >IJ

.$ /ncrease use of GF !y >IJ

teps in G/FU F0H5D

*$ Preparation of employees$

,$ /nitial cleanup of machines$

3$ Take counter measures

.$ 1i+ tentati#e GF standards

>$ Keneral inspection

?$ utonomous inspection

L$ tandardi'ation and

8$ utonomous management$

PILLAR - !AIZEN:

7ai means change% and Hen means good (for the !etter)$ Basically kai'en is for small

impro#ements% !ut carried out on a continual !asis and in#ol#e all people in the organi'ation$

7ai'en is opposite to !ig spectacular inno#ations$ 7ai'en re4uires no or little in#estment$

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The principle !ehind is that a #ery large num!er of small impro#ements are more effecti#e

in an organi'ational en#ironment than a fe" impro#ements of large #alue$ This pillar is aimed

at reducing losses in the "orkplace that affect our efficiencies$ By using a detailed and

thorough procedure "e eliminate losses in a systematic method using #arious 7ai'en tools$

These acti#ities are not limited to production areas and can !e implemented in administrati#eareas as "ell$

7ai'en Policy

*$ Practice concepts of 'ero losses in e#ery sphere of acti#ity$

,$ relentless pursuit to achie#e cost reduction targets in all resources

3$ 6elentless pursuit to impro#e o#er all plant e4uipment effecti#eness$

.$ 5+tensi#e use of PM analysis as a tool for eliminating losses$

>$ 1ocus of easy handling of operators$

PILLAR " - PLANNE# $AIN%ENAN&E:

/t is aimed to ha#e trou!le free machines and e4uipments producing defect free products for

total customer satisfaction$ This !reaks maintenance do"n into . families or groups

*$ Pre#enti#e Maintenance

,$ Breakdo"n Maintenance

3$ orrecti#e Maintenance

.$ /mpro#ement Maintenance

PILLAR 5 - 'UALI% $AIN%ENAN&E:

/t is aimed to"ards customer delight through highest 4uality through defect free

manufacturing$ 1ocus is on eliminating non-conformances in a systematic manner% much like

1ocused /mpro#ement$ @e gain understanding of "hat parts of the e4uipment affect product

4uality and !egin to eliminate current 4uality concerns% and then mo#e to potential 4uality

concerns$ Transition is from reacti#e to proacti#e (Quality ontrol to Quality ssurance)$

QM acti#ities are to set e4uipment conditions that preclude 4uality defects% !ased on the !asic

concept of maintaining perfect e4uipment to maintain perfect 4uality of products$ The

condition is checked and measured in time series to #erify that measure #alues are "ithin

standard #alues to pre#ent defects$ The transition of measured #alues is "atched to predict

possi!ilities of defects occurring and to take counter measures !efore hand$

PILLAR - %RAININ*:

Prof$ 6agha#endra% 7M% Bangalore Page 8


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/t is aimed to ha#e multi-skilled re#itali'ed employees "hose morale is high and "ho has

eager to come to "ork and perform all re4uired functions effecti#ely and independently$

5ducation is gi#en to operators to upgrade their skill$

/t is not sufficient kno" only 7no"-Fo" !y they should also learn 7no"-"hy$ By

e+perience they gain% 7no"-Fo" to o#ercome a pro!lem and "hat to !e done$ This they do

"ithout kno"ing the root cause of the pro!lem and "hy they are doing so$ Fence it !ecome

necessary to train them on kno"ing 7no"-"hy$ The employees should !e trained to

achie#e the four phases of skill$ The goal is to create a factory full of e+perts$

PILLAR + - O,,I&E %P$:

0ffice TPM should !e started after acti#ating four other pillars of TPM (GF% 77% QM% and

PM)$ 0ffice TPM must !e follo"ed to impro#e producti#ity% efficiency in the administrati#e

functions and identify and eliminate losses$ This includes analy'ing processes and procedures

to"ards increased office automation$ 0ffice TPM addresses t"el#e ma&or losses$ They are

*$ Processing loss

,$ ost loss including in areas such as procurement% accounts% marketing% sales leading to

high in#entories

3$ ommunication loss

.$ /dle loss

>$ et-up loss

?$ ccuracy loss

L$ 0ffice e4uipment !reakdo"n

8$ ommunication channel !reakdo"n% telephone and fa+ lines

$ Time spent on retrie#al of information

*I$ Don a#aila!ility of correct on line stock status

**$ ustomer complaints due to logistics

*,$ 5+penses on emergency dispatches:purchases

PILLAR - SA,E%. HEAL%H AN# EN/IRON$EN%:

Target

*$ Hero accident%

Prof$ 6agha#endra% 7M% Bangalore Page


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,$ Hero health damage

3$ Hero fires$

/n this area focus is on to create a safe "orkplace and a surrounding area that is not damaged

!y our process or procedures$ This pillar "ill play an acti#e role in each of the other pillars on

a regular !asis$ committee is constituted for this pillar "hich comprises representati#e of

officers as "ell as "orkers$ The committee is headed !y enior #ice President (Technical)$

Utmost importance to afety is gi#en in the plant$ Manager (afety) is looking after functions

related to safety$ To create a"areness among employees #arious competitions like safety

slogans% Qui'% 9rama% Posters% etc$ related to safety can !e organi'ed at regular inter#als$


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compete in today2s dynamic markets$ 5mpo"ered% decision-supported minds are a company2s

principal strategic resources$ Use them "ell or lose the !enefit$

lthough some constraints are attached% higher 4uality ultimately reduces costs through

impro#ed producti#ity$ The main ca#eat is that 4uality must !e designed and !uilt in% !ecause

it surely cannot !e tested in$ The later in a product2s life cycle that it fails% the more e+pensi#e

it is to fi+$ 1urther% as products !ecome increasingly comple+% lia!ility for any detected

product 4uality deficiencies increasingly !elongs to the producer rather than to the consumer$

a#eat #enditor has replaced the ancient ca#eat emptor$ The tendency is for the !uyer to ha#e

full legal recourse for product pro!lems% along "ith representati#es of the pu!lic$

Manufacturers are held responsi!le for all damages% personal in&uries and any en#ironmental

pollution assigna!le to its products or production processes$ 5#en potential ha'ard from

o!#ious consumer misuse is actiona!le today$

Product lia!ility !lame assignment for litigation has e+panded to the point of a!surdity% to"here indi#iduals are a!sol#ed of all responsi!ility for their actions% "ith accompanying

a"ards coming from the corporate deep pockets either directly or as higher insurance

premiums$ This is part of the general drag on !usiness producti#eness$ Because that is part of

the price of doing !usiness in the United tates% a 4uality program that ignores such issues

places a manufacturing company at e+treme risk and increases product costs$

Because the la!el in#ol#es more than the design and marketing groups% insofar as product

lia!ility is concerned% those responsi!le for accuracy of statements made on la!els and in

e+planatory materials must ha#e a high a"areness of the necessary 4uality standards$ The

possi!ilities for a product2s misuse should !e fully e+plored$ These issues should !e raised

formally in planning and design re#ie"s for ne" products$ The !urden of product lia!ility has

shifted to"ard the manufacturer$

/P:TQM% as a management philosophy of empo"erment% helps "orkers to understand their

organi'ation2s o!&ecti#es% to upgrade their technical kno"ledge% to help their company adapt%

progress% prosper in a "orld market% and !ecome or remain a responsi!le mem!er of the

community$

=. What is (O>7O>E an) @er De"ect *#a+it,? Disc#ss the se'en ste!s t(O>7O>E attainment.

Poka oke is a 4uality management concept de#eloped !y a Matsushita manufacturing

engineer named higeo hingo to pre#ent human errors from occurring in the production

line$ Poka yoke (pronounced ;poh-kah yoh-kay


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a) The apa!ility Maturity Model (MM) is a methodology used to de#elop and refine an

organi'ation2s soft"are de#elopment process$ The model descri!es a fi#e-le#el e#olutionary

path of increasingly organi'ed and systematically more mature processes$ MM "as

de#eloped and is promoted !y the oft"are 5ngineering /nstitute (5/)% a research and

de#elopment center sponsored !y the U$$ 9epartment of 9efense (9o9)$ 5/ "as foundedin *8. to address soft"are engineering issues and% in a !road sense% to ad#ance soft"are

engineering methodologies$ More specifically% 5/ "as esta!lished to optimi'e the process of

de#eloping% ac4uiring% and maintaining hea#ily soft"are-reliant systems for the 9o9$

Because the processes in#ol#ed are e4ually applica!le to the soft"are industry as a "hole%

5/ ad#ocates industry-"ide adoption of the MM$

The MM is similar to /0 II*% one of the /0 III series of standards specified !y the

/nternational 0rgani'ation for tandardi'ation (/0)$ /0 II* specifies a minimal

accepta!le 4uality le#el for soft"are processes% "hile the MM esta!lishes a frame"ork for

continuous process impro#ement and is more e+plicit than the /0 standard in defining themeans to !e employed to that end$

MM2s 1i#e Maturity Ce#els of oft"are Processes

t the initial le#el% processes are disorgani'ed% e#en chaotic$ uccess is likely to

depend on indi#idual efforts% and is not considered to !e repeata!le% !ecause processes

"ould not !e sufficiently defined and documented to allo" them to !e replicated$

t the repeatable le#el% !asic pro&ect management techni4ues are esta!lished% and

successes could !e repeated% !ecause the re4uisite processes "ould ha#e !een made

esta!lished% defined% and documented$

t the definedle#el% an organi'ation has de#eloped its o"n standard soft"are process

through greater attention to documentation% standardi'ation% and integration$

t the managed le#el% an organi'ation monitors and controls its o"n processes

through data collection and analysis$

t the optimizingle#el% processes are constantly !eing impro#ed through monitoring

feed!ack from current processes and introducing inno#ati#e processes to !etter ser#e

the organi'ation2s particular needs$

!) 6M (ustomer 6elationship Management) is a strategy adopted !y firms "ho are

customer oriented i$e "ho concentrated on satisfying customers2 needs and !uilding relations

"ith this customer in an aim to sustain and maintain the customer$ 6M is a part of TQM in

achie#ing the goals of QUC/T that an organi'ation is aiming for% and like any other

component of 4uality attri!utes% it is a continuous process that keeps impro#ing as per the

demands or re4uirements$ Quality to a particular organi'ation depends on the segment of

industry:ser#ice that it is catering to and is achie#ed !y applying #arious glo!al 4uality

standards:clauses like /0% /C etc supported !y their regional counterparts such as B/%

DBC etc$ lso to an e+tent 6M can !e customi'ed : automated through #arious soft"areslike 56P-6M de#eloped !y #arious reputed /T organi'ations like P etc$

Prof$ 6agha#endra% 7M% Bangalore Page *3

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Pttqm Module 8