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1 INSTITUTE OF PRODUCTIVITY & MANAGEMENT, MEERUT
SUBMITTED IN THE PARTIAL FULFILLMENT OF
THE REQUIREMENT FOR THE AWARD OF POST
GRADUATE DIPLOMA IN MANAGEMENT
SUBMITTED TO
RESP. MISS RASHMI
MAM
FACULTY, IPM MEERUT
SUBMITTED BY
VIVEK RANJAN
IPM MEERUT
BATCH: 2010-2012
INSTITUTE OF PRODUCTIVITY & MANAGEMENT
RESOURCE HOUSE
POCKET G PALLAVPURAM-I
MEERUT-25010
SUMMER INTERNSHIP REPORT
ON
TOTAL QUALITY MANAGEMENT
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PROJECT TITLE
Total Quality Management at Minda Industries Ltd. (Lighting Division
Sonepat).
OBJECTIVES OF THE PROJECT
To study the various approaches of Total Quality Management at Minda
Industries Ltd. (Lighting Division).
To understand the implementation of quality standards at various
departments.
To know how quality standards are measured.
To study the benefits of TQM in the organization.
To understand the training and development procedure of TQM.
To know how TQM is analyzed.
NAME OF THE COMPANY
Minda Industries Ltd. (Lighting Division) Sonepat.
DURATION
1STJUNE, 2010 TO 31STJULY, 2010
AREA
Sonepat, Haryana.
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RESEARCH METHODOLOGY
RESEARCH DESIGN
Descriptive ResearchLiterature survey.
Experience survey.
METHOD OF DATA COLLECTION
Primary dataInterview.
Secondary DataCompany manual and official publication, past records,
internal files, journals, Studies made by research
institutions, etc.
SAMPLING PROCEDURE
Judgment sampling.CONTACT METHOD
Personal Interview.SAMPLE SIZE
25
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TOTAL QUALITY MANAGEMENT
Traditional thinking would say that quality is conformance to specification;
that is, does the product do what it was designed to do? Some feel that this
definition is the only meaningful definition of quality; because conformance
is something that can be measured.
TQM is a management philosophy, a paradigm, a continuous improvement
approach to doing business through a new management model. The TQM
philosophy evolved from the continuous improvement philosophy with a
focus on quality as the main dimension of business. Under TQM,
emphasizing the quality of the product or service predominates. TQM
expands beyond statistical process control to embrace a wider scope of
management activities of how we manage people and organizations by
focusing on the entire process, not just simple measurements.
QUALITY CERTIFICATION
ISO : 9001:1994
The term ISO refers to the International Organization for Standardization
and is originally derived from the Greek word ISOS, which means equal. The
mission of the ISO organization is to promote the development of
standardization and the related activities in the global market place, to
simplify the international exchange of goods and services and to develop the
co-operation in the spheres of intellectual, scientific, technological and
economic activities. Because of this, it is possible to order products from all
over the world while referring to the appropriate standard and getting
exactly what is needed. If not, then the standard will tell who is right and
who is wrong and has to correct the product.
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ISO/TS 16949:2002
ISO/TS 16949:2002 is an ISO Technical Specification. The International
Automotive Task Force (IATF), which consists of an international group of
vehicle manufacturers, plus national trade associations, wrote
ISO/TS16949:2002 in conjunction with the International Organization for
Standardization (ISO). This specification aligns existing American (QS-
9000), German (VDA6.1), French (EAQF) and Italian (AVSQ) automotive
quality systems standards within the global automotive industry.
ISO/TS16949:2002 CUSTOMER-SPECIFIC REQUIREMENTS
With the release of ISO/TS 16949:2002, there came sweeping changes to
the way organizations need to implement, maintain, and continually improve
their quality management systems. Gone is the day when the primary
emphasis was: Say what you doand do what you say.
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5-S
Cleanliness is next to godliness. Everyone, including animals prefers
cleanliness. Many organizations, particularly manufacturing sectors, have
overgrown their premises, because of increase production, increased man
power, accumulation of materials and machinery over years of production
activity. This has led to cluttered, undirty workplaces with increased risk of
accidents.
1STS
SEIRI (SORTING OUT)
Distinguish the necessary things from the unnecessary and dispose of the
unnecessary. This is the priority area.
2ND S
SEITON (STRAIGHTEN/SYSTEMATIC ARRANGEMENT)
Arrange the necessary items in an orderly fashion so they are easily
accessed and selected for use.
3RD S
SEISO (SCRUB)
Clean your workplace to keep floors and equipment tidy.
4THS
SEIKETSU (STANDARDIZATION)
Continually maintain the order, neatness and cleanliness.
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5THS
SHITSUKE (SUSTAIN/SELF DECIPLINE)
Do things spontaneously without being told. Train everyone in the
workplace to follow good work habits so that it is a matter of personal pride
and self-respect.
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KAI-ZEN
Kaizen is the name given by the Japanese to continuous improvement.
Continuous improvement really means continuous incremental
improvement. Kai means change, and zen means good Kaizen means
making changes for the better on a continual, never-ending basis. "Not a
day should go without some kind of improvement being made somewhere in
the company. Kaizen refers to improvement of both processes and people.
In fact Kaizen philosophy aims at improving all aspects of an
organization all the time.
Good is never good enough; kaizen is a never-ending journey to
excellence.
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POKA-YOKE
Poka-Yoke is the Japanese word for mistake profing, it discriminates
between mistake and defects. It is a mechanism that prevents a mistake
from being made which is obvious at a glance. Poka meaning inadvertent
errors and Yokeru meaning to prevent. Defects in production may be due to
omitted processing or operations, processing errors equipment set-up errors,
missing parts/components wrong parts/components and adjustment errors.
Source Inspection.
100% Inspection.
Immediate Action.
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3-M
MUDA: Non-value added or waste.
MURI: Overburden.
MURA: Unevenness.
DEPARTMENT DISPLAY SYSTEM
Department Communication Boards
Targer V/S Actuaal Board.
Improvement Board.
Skill Board.
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FINDINGS
In this project I found that the Total Quality Management is very
important in todays competitive environment and only the
implementation is not important controlling and proper evaluation is
equally important. I found that the tools which are used for the
evaluation is simple, unbiased and easy to understand. Quality report
is generated in every two months, six audits are done in a year and on
the basis of evaluation employees are given rewards and recognitions.
Companies recognize the need to improve their business performance
and customizing Total Quality Management principles and practices to
suit their own particular needs and circumstances and building their
own internal programmes. This has avoided the potential dangers of
the "grand programme" and jargon that can alienate the employees.
The principles of Total Quality Management are as relevant to work
process management today as they have ever been, particularly when
considered alongside learning from other techniques such as lean
manufacturing. It is essential that programmes are structured to meet
the needs and situations of individual companies. Whilst some may
benefit from a fully integrated programme, others have realized that
there are significant payoffs to be gained from a more modest or
tailored approach designed to solve specific problems or achieve
defined, targeted improvements. The scope and scale are up to the
client company to choose.
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RECOMMENDATION
Just In Time.
Process Control.
Jidoka.
Business process reengineering.
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LIMITATION
This study is done at Minda Industries Ltd. (Lighting Division) Sonepat,
so the information mentioned in this report specifically limited to this
organization. Mentioned information may vary in case it is compared
to a different organization. But the basic concept of Total Quality
Management is same as I have studied.
I was allowed to attain the meeting everyday in the morning at 11.00
where I learned a lot about decision making and controlling the
process and flow of materials. But this is considered as the confidential
information and I am not authorized to explain the same.
I visited all the various departments in this organization and
interviewed few people about the quality implementation and training
and development which take place in the department frequently, but I
am not able to the procedure and the various materials which they use
to train people for quality assurance.
Few people didn't took the interview seriously and replied in a very
casual way and didn't show the interest, most of the time while asking
question they answered like what would you know after knowing this
or this is none of my business, so most of my queries were not
answered properly.
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CONCLUSION
In the competitive business environment, growth of any organization would
entirely depend upon customer appreciation and loyalty it can command.
These can be ensured only by offering products and services of high quality
on a durable basis. Therefore, continuous enhancement of quality on a
sustaining basis has become essential for the prosperity of any business
organization at present and in the future as well.
Management of quality is important both for manufacturing and services
organizations. For most business organization today, superior quality is at
the core of their business strategy. Attaining near-perfect quality of
products/services is seen as a principal means of capturing market shares
and profitability in global competition. Achieving superior product/services
quality within a business requires a long-term process of changing the
fundamental culture of the organization.
Today, managers of many manufacturing and services organization have
overhauled the structure of their organization, changed their organization
climates and redirected their product/service quality programs towards
becoming global quality leaders, through an effort that is known as "Total
Quality Management".