KAIZEN – continuous
improvement.
Do Jobs better
In different style
More productive way,
Involve total employeeENG. PRACTICE
KAIZENKAIZEN
WHY KAIZENWHY KAIZEN Change is the only permanent phenomena
Change is required to meet the challenges
of changing needs of customers
Person close to the job knows best about
the job
Enhances the pride of people (Meaning in
contribution)
ENG. PRACTICE
GRADUAL CONTINUOUS UN-ENDING IMPROVEMENTS DOING “ LITTLE – THINGS “
BETTER SETTING AND ACHIEVING EVER HIGHER STANDARDS INVOLVING
EVERYONE
KAIZEN MEANSKAIZEN MEANS
ENG. PRACTICE
?TO AVOID WASTE (MUDA)
TO AVOID STRAIN (MURI)
TO AVOID DISCRIPENCY (MURA)
WHY KAIZENWHY KAIZEN
ENG. PRACTICE
Overproducing
time on hand (Waiting)
Transporting
Processing itself
Unnecessary stock on hand
Unnecessary motion
Producing defective goods
KINDS OF KINDS OF MUDAMUDA
ENG. PRACTICE
MARKET IN
TQM/ TPM
QC CIRCLES
JUST – IN – TIME
ZERO DEFECTS
SMALL GROUP ACTIVITIES
SUGGESTION SYSTEM
KAIZENKAIZEN
ENG. PRACTICE
Market – in
Factually understanding consumer needs / wants – stated and unstated.
translating customer needs into activities to achieve Quality, Cost, Delivery
Detecting trends ahead of competition
DANTOTSU
BY – FAR SUPERIOR
BY – FAR THE BEST
MARKET – IN VERSUS PRODUCT - OUT MARKET – IN VERSUS PRODUCT - OUT
ENG. PRACTICE
Reduce issues to data
Solve problems with data
Make decisions with data
“When you see data, doubt it“ – Ishikawa
SPEAK WITH DATA SPEAK WITH DATA
ENG. PRACTICE
Question 1 : Why did the machine stop
Answer 1 : Because the fuse blew due to an overload
Question 2 : Why was there an overload?
Answer 2 : Because the bearing lubrication was inadequate
Question 3 : Why was the lubrication inadequate?
Answer 3 : Because the lubrication pump was not functioning right
ASK WHY FIVE TIMES ?ASK WHY FIVE TIMES ?
ENG. PRACTICE
Question 4 : Why wasn’t the lubricating pump
working right?
Answer 4 : Because the pump axle was worn
out
Question 5 : What was it worn out?
Answer 5 : Because sludge got in
The normal tendency is to replace the fuse.
But, the real solution is attaching a strainer to
the lubricating pump.
ENG. PRACTICE
ASK WHY FIVE TIMES ?ASK WHY FIVE TIMES ?
Total Quality Management for customer satisfaction.
Total Productive Maintenance of work place & equipments for condition monitoring.
Total Cost Management with elimination of all types of wastes.
TQMTQM | | TPMTPM | | TCMTCM
ENG. PRACTICE
Total Productive Maintenance is productive
maintenance involving total participation for
increased productivity .
Total Productive Maintenance is productive
maintenance involving total participation for
increased productivity .
ENG. PRACTICE
(a) Breakdowns due to equipment failure.
(b) Setup and adjustment e.g . exchange of die injection moulding machines etc.
(a) Breakdowns due to equipment failure.
(b) Setup and adjustment e.g . exchange of die injection moulding machines etc.
Downtime
WHY TPMWHY TPM
ENG. PRACTICE
(a) Idling and minor stoppages e.g. abnormal operations of sensors
(b) Reduced speed e.g. discrepancies between design and actual speed of equipment
(a) Idling and minor stoppages e.g. abnormal operations of sensors
(b) Reduced speed e.g. discrepancies between design and actual speed of equipment
Speedlosses
WHY TPMWHY TPM
ENG. PRACTICE
? (a) Defect in process
and rework ( scrap and quality defects requiring repair )
(b) Reduced yield between machine startup and stable production.
(a) Defect in process and rework ( scrap and quality defects requiring repair )
(b) Reduced yield between machine startup and stable production.
Defects
WHY TPMWHY TPM
ENG. PRACTICE
REQUIREMENTS FOR TPMREQUIREMENTS FOR TPMMaintain basic
equipment conditionsMaintain operating
conditionsRestore deteriorationCorrect design
weaknesses Improve technical skillExpose hidden defects
Maintain basic equipment conditions
Maintain operating conditions
Restore deteriorationCorrect design
weaknesses Improve technical skillExpose hidden defects
ENG. PRACTICE
The journey to hundred miles The journey to hundred miles begins with one single step.begins with one single step.
ENG. PRACTICE
1. Develop long term vision or mission of the organization by top management after strategic consideration of markets and core competencies of the company.
2. Constitute Quality Council or steering Committee under the CEO to demonstrate strong commitment to quality mission.
3.Training of members of quality council on basic concepts of TQM and their impact on business.
1. Develop long term vision or mission of the organization by top management after strategic consideration of markets and core competencies of the company.
2. Constitute Quality Council or steering Committee under the CEO to demonstrate strong commitment to quality mission.
3.Training of members of quality council on basic concepts of TQM and their impact on business.
TQM ROAD MAPTQM ROAD MAP
ENG. PRACTICE
4. Organise quality audit of the organisation including customer perception survey, employee satisfaction survey to determine the present status of quality in the company.
5. Define measurable objectives which must be agreed by the top management as indicators of success for the mission.
6. Identify critical processes and activities for attainment of objectives.
4. Organise quality audit of the organisation including customer perception survey, employee satisfaction survey to determine the present status of quality in the company.
5. Define measurable objectives which must be agreed by the top management as indicators of success for the mission.
6. Identify critical processes and activities for attainment of objectives.
TQM ROAD MAPTQM ROAD MAP
ENG. PRACTICE
7. Organise general quality awareness training at all levels, and specialised training on quality tools and techniques for persons who will be required to use them.
8. Based on the critical process already identified , develop departmental TQM plans with well defined sub-targets and responsibilities.
9. Establish a mechanism for inter departmental co-ordination for determining agreed inputs and mutual support for attainment of departmental objectives.
7. Organise general quality awareness training at all levels, and specialised training on quality tools and techniques for persons who will be required to use them.
8. Based on the critical process already identified , develop departmental TQM plans with well defined sub-targets and responsibilities.
9. Establish a mechanism for inter departmental co-ordination for determining agreed inputs and mutual support for attainment of departmental objectives.
TQM ROAD MAPTQM ROAD MAP
ENG. PRACTICE
10. Develop monitoring system with milestones for periodic review by the management team.
11. Formally launch the first phase of the TQM programme for implementation.
12. After trial period of say 3 months , carry out organised audit of the programme by trained auditors who are not involved in the activities being audited.
13. Conduct review by the steering committee and apply corrective measures.
10. Develop monitoring system with milestones for periodic review by the management team.
11. Formally launch the first phase of the TQM programme for implementation.
12. After trial period of say 3 months , carry out organised audit of the programme by trained auditors who are not involved in the activities being audited.
13. Conduct review by the steering committee and apply corrective measures.
TQM ROAD MAPTQM ROAD MAP
ENG. PRACTICE
14. Continue implementation effort and corrective measures for at least one year.
15. Evaluate impact of successful activities on business and analyse failures.
16. Expand areas of success and try other approaches for failed projects till major objectives of the first phase are achieved.
17. Benchmark critical functions and processes with best in class to determine gaps.
14. Continue implementation effort and corrective measures for at least one year.
15. Evaluate impact of successful activities on business and analyse failures.
16. Expand areas of success and try other approaches for failed projects till major objectives of the first phase are achieved.
17. Benchmark critical functions and processes with best in class to determine gaps.
TQM ROAD MAPTQM ROAD MAP
ENG. PRACTICE
18. Conduct extensive review of the first phase of TQM programme.
19. Learning from successes and failures draw up plan for next phase of TQM programme with stretch goals.
20. Institutionalise continuous improvement through PDCA cycle.
18. Conduct extensive review of the first phase of TQM programme.
19. Learning from successes and failures draw up plan for next phase of TQM programme with stretch goals.
20. Institutionalise continuous improvement through PDCA cycle.
TQM ROAD MAPTQM ROAD MAP
ENG. PRACTICE
QUALITY - A TOTAL IDEOLOGY.QUALITY - A TOTAL IDEOLOGY.
The hallmarks of quality organizations are high return high performing processes , empowered , well paid and highly motivated personnel , good corporate citizenship , respect for the environment, happy and delighted customers , free from shoddy and unsafe products . Quality - a total ideology -creates the ideal win-win-win-win situation for all.
ENG. PRACTICE
ORGANISATION FOR KAIZENORGANISATION FOR KAIZEN
PGEMBA
Organization to support Customer
expectation Customer
satisfaction
Gemba place where value is added
ENG. PRACTICE
Go to ‘Gemba’
Check with ‘Gembhutsu’ ( that which is responsible )
Take Remedial Action (First Aid)
Identify the root cause and take
corrective action
Standardise and document
FIVE RULES OF GEMBA FIVE RULES OF GEMBA
ENG. PRACTICE
PDCA CYCLE PDCA CYCLE
Take appropriate
action
Determine goals & targets
Implement work
Engage in education &
training
Determine methods of
reaching goals
Check the effects of
implementation
ACTION
CHECK DO
PLAN
ENG. PRACTICE
UPSTREAM MANAGEMENTUPSTREAM MANAGEMENT
Quality as a goal in development
Quality at the production
process
Quality at inspection phase problem solution
Productivity out the door problem avoidance
Productivity on the lines
productivity as a goal in development
STOP DEFECTS FLOWING DOWN.
ENG. PRACTICE
• Systematic way of House Keeping.
• Foundation for all Productivity Improvement Programs (PIP).
Steps
1. Seiri - Sorting.
2. Seiton - Systematic Arrangement.
3. Seiso - Spic and span.
4. Sikestsu - Serene Atmosphere.
5. Sitsuke - Self Discipline
It increases productivity, develops good working atmosphere & employee morale.
5’S5’S
ENG. PRACTICE
Quality in Quality in ManufacturingManufacturing
& & ServiceService
Organizations Organizations ENG. PRACTICE
The 5 - S practice is a technique used to establish and maintain quality environment in an organization .The name stands for 5 Japanese words
Seiri Seiton Seiso Sieketsu Shitsuke
5 S TECHNIQUE5 S TECHNIQUE
ENG. PRACTICE
Check :
1. Do you find items scattered in your workplace
2. Are there boxes, papers and other items left in a disorganised manner.
3. Are there equipments and tools placed on the floor.
4. Are all items sorted out and placed in designated spots.
5. Are the tools properly sorted and stored
SeiriSeiriSort out items and discard the unnecessary
ENG. PRACTICE
SeitonSeiton
Check :1. Are passages and storage places clearly
indicated.
2. Are commonly used tools separated from those seldom used.
3. Are containers and boxes stacked up properly.
4. Are fire extinguishers and hydrants readily accessible.
5. Are there grooves , cracks or bumps on the floor which hinder work or safety.
Arrange a place for everything Everything in its place.
ENG. PRACTICE
Check :
1. Are the floor surfaces dirty.
2. Are machines and equipment dirty.
3. Are wires and pipes dirty or stained.
4. Are machine nozzles dirty by lubricants and inks.
5. Are shades , light bulbs and light reflectors dirty.
Seiso :Seiso :Clean your workplace thoroughly.
ENG. PRACTICE
SeiketsuSeiketsu
Check :1. Is any one’s uniform dirty and untidy
2. Are there sufficient lights.
3. Is the noise or heat at your workplace causing discomfort.
4. Is the roof leaking
5. Do people eat at designated places only.
Maintain a standard.
ENG. PRACTICE