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ANUBHA WALIA QUALITY IN LIFE
QUALITY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TOTAL QUALITY MANAGEMENT T Q M
Introduction ,[object Object],[object Object],[object Object],[object Object]
Total Quality Management (TQM) is a  management  strategy aimed at embedding  awareness  of  quality  in all organizational processes.
TQM requires that the company maintain this  quality standard  in all aspects of its business.  This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations.
What is Quality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Attributes ,[object Object],[object Object],[object Object],[object Object],[object Object]
Evolution of quality Era 1900  1920  1940  1960  1980  1990  2000 Craftsman Foreman Inspection SQC TQC TQM TQC &CWQC  Co-wide quality control Evolution Years
Evolution of quality –Means & Focus 1975   1980  1985  1990  1995  2000 Operation Customers Innovations Quality of Work life Quality Circle Productivity Employee Involvement Quality Employees Empowerment Total Quality Self Directed Teams TQC/TQM Self Directed/ Managed Teams
Kano’s Model
Umbrella Model of TQM SPC JIT TEI Kaizen Quality Assurance Problem- Solving tools Customer Satisfaction Taguchi Methods
Basic Approach ,[object Object],[object Object],[object Object]
Basic Approach ,[object Object],[object Object],[object Object]
New and Old Cultures ,[object Object],[object Object],[object Object],[object Object],[object Object]
New and Old Cultures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Real Life ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
QUALITY GURUS - American
QUALITY GURUS - Japanese
[object Object],[object Object],[object Object],[object Object],The Deming Cycle
Chain Reaction Improve Quality Provide jobs and more jobs Costs decrease because of less rework, fewer mistakes, delays, better use of time & materials Productivity Improves Stay in business Capture market with better quality and price
Deming’s 14 Points ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2.  Learn the New Philosophy
4.  Don’t Buy on the Cost per Part Basis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
5.  Improve Constantly and Forever ,[object Object],[object Object],[object Object],[object Object],[object Object]
6.  Institute Training ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
7.  Institute Leadership ,[object Object],[object Object],[object Object],[object Object]
8. Drive Out Fear ,[object Object],[object Object]
9. Optimize the Efforts of Teams ,[object Object],[object Object],[object Object]
10. Eliminate Exhortations ,[object Object],[object Object],[object Object],[object Object],[object Object]
11. Eliminate Numeric Quotas ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
12. Remove Barriers to Pride in Workmanship ,[object Object],[object Object],[object Object],[object Object]
13 Education & Self-Improvement ,[object Object],[object Object],[object Object]
14. Commitment from Top  ,[object Object],[object Object],[object Object]
MANAGING QUALITY
CORE CONCEPT OF TQM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
STRATEGIC QUALITY MANAGEMENT
PRODUCT PROCESS SYSTEM PEOPLE LEADERSHIP FIVE PILLARS OF TQM Effectiveness Hard Aspect Suitability  Soft Aspect Confluence
TOTAL PRODUCTIVE MAINTENANCE T P M
1. TPM definition (1) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
1. TPM definition (2) ,[object Object]
2. Origins of TPM ,[object Object],[object Object],[object Object],[object Object]
3. TPM principles ,[object Object],[object Object],[object Object],[object Object],[object Object]
4. Eight major pillars of TPM Education and training Safety and environmental management Autonomous Maintenance Planned Maintenance Equipment and process improvement Early management of new equipment Process quality management TPM in the office
4. Eight major pillars of TPM Autonomous Maintenance (1) ,[object Object],[object Object]
4. Eight major pillars of TPM 4.1. Autonomous Maintenance (2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
4. Eight major pillars of TPM 4.2. Equipment and process improvement ,[object Object],[object Object],[object Object],[object Object],[object Object]
4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.1. Equipment losses Downtime  loss Speed loss Quality loss Equipment failure / breakdowns Set-up / adjustments Minor stopping / idling Reduced speed Process errors Rework / scrap
4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.2. Manpower and material losses Manpower losses Material  losses Cleaning and checking Waiting instructions Waiting quality confirmation Material yield Energy losses Waiting materials Consumable material losses
4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.3 Overall Equipment Effectiveness (OEE) ,[object Object],[object Object]
4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.3 Overall Equipment Effectiveness (OEE) Overall Equipment Effectiveness = Availability x Performance x Quality Yield Availability Downtime loss Speed loss Performance Quality Yield Quality loss
4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.3 Overall Equipment Effectiveness (OEE) Overall Equipment Effectiveness = Availability x Performance x Quality Yield Availability =  time available for production - downtime time available for production Performance =  ideal cycle time x number of parts produced   operating time Quality Yield =  total number of parts produced - defect number  total number of parts produced
4. Eight major pillars of TPM 4.3. Planned maintenance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
4. Eight major pillars of TPM 4.4. Early Management of new equipment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
4. Eight major pillars of TPM 4.5. Process Quality Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
4. Eight major pillars of TPM 4.6. TPM in administrative and support departments ,[object Object],[object Object]
4. Eight major pillars of TPM 4.7. Education and training ,[object Object],[object Object],[object Object],[object Object]
4. Eight major pillars of TPM 4.8. Safety and environmental management ,[object Object]
5. TPM implementation 3 requirements for fundamental improvement ,[object Object],[object Object],[object Object]
5. TPM Implementation 12 steps Preparation Kick-off Implementation Announcement to introduce TPM Introductory education campaign for the workforce TPM Promotion (special committees) Establish basic TPM policies and goals Preparation and Formulation of a master plan Develop an equipment management program Develop a planned maintenance program Develop an autonomous maintenance program Increase skills of production and maintenance personnel Perfect TPM implementation and raise TPM levels Stabilization Develop early equipment management program Invite customers, affiliated companies and subcontractors
5. TPM Implementation 5.1. Announce top management’s decision to introduce TPM ,[object Object],[object Object]
5. TPM Implementation 5.2. Introductory education campaign ,[object Object],[object Object]
5. TPM Implementation 5.3. TPM Promotion   ,[object Object],[object Object],[object Object],[object Object],[object Object]
5. TPM Implementation 5.4. Establish basic TPM policies and goals ,[object Object],[object Object],[object Object]
5. TPM Implementation 5.5. Preparation and Formulation of a master plan   ,[object Object],[object Object]
5. TPM Implementation 5.6. TPM kick-off   ,[object Object],[object Object],[object Object]
5. TPM Implementation 5.7. Develop an equipment management program (1) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
5. TPM Implementation 5.7. Develop an equipment management program (2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
5. TPM Implementation 5.8. Develop a planned maintenance  program   ,[object Object],[object Object],[object Object]
5. TPM Implementation   5.8. Develop a autonomous maintenance  program   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
5. TPM Implementation 5.10. Increase skills of production and maintenance personnel ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
5. TPM Implementation 5.11. Develop early equipment management program(1)   ,[object Object],[object Object],[object Object]
5. TPM Implementation 5.11. Develop early equipment management program(2)   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
5. TPM Implementation 5.12. Perfect TPM implementation and raise TPM levels ,[object Object],[object Object]
6. TPM Benefits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Production Methods & Kaizen
Production Methods & Kaizen
Production Methods
Efficiency ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Efficiency ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Production Methods ,[object Object],[object Object],[object Object]
Production Decisions Which method? Type of Product One-Off Order? Mass Market product? Batch? Market size and  Segment Factor Costs –  Land, Labour and  Capital Complexity of design
Production Methods ,[object Object],[object Object],[object Object]
Production Methods Which is more efficient? Operation 1 2 3 4 5 6 7 8 9 10 11 Finished Product
Production Methods Operation 1 1a 1b 1c 1d 2a 2b 2c 3a 3b 3c 3d 4 Finished product Or this?
Production Methods Or this? Cell 1 Cell 2 Cell 3 Finished Product Finished Product Finished Product
Production Methods ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Kaizen (Continuous Improvement)
Kaizen (Continuous Improvement) ,[object Object],[object Object],[object Object],[object Object]
Kaizen ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Kaizen Training COMPETING IN THE MARKETPLACE “ What factors are important to the customer?” John Deere -  Supplier Development
Kaizen Training TIME: The single best indicator of competitiveness Customer Lead Time / Delivery Time Working to reduce or minimize each of these times can make your company more valuable to both its internal and external customers. Set-up or Change-over Time Product Development Time Manufacturing Cycle Time
Kaizen Training Shrinking  Lead Times Reducing the overall time from receiving the order to delivering the product makes your company more responsive to the customer.  This can become the deciding factor when the customer makes their selection. As can be seen, manufacturing is only one part of the entire process.  Inputting, processing, and issuing orders is an area for improvement, as well as, assembly, loading and delivery to the customer` Order Lead Times Manufacturing Lead Times Delivery Lead Times Manufacturing Lead Times Order Lead Times Delivery Lead Times
Kaizen Training Where’s the Time in Lead Time This timeline represents an overall lead-time, with very little time spent on adding value to the product. Improvement Efforts Concentrated on reducing VA time, with no attention given to NVA.  Results of Common Improvement efforts, did not improve response time.  VA time is reduced, but, the costs for those improvements in lead time was substantial. Common Non-Value Added Time (NVA) 99% of Total Lead time Value Added Time (VA) 1% Non-Value Added Time (NVA) 99% of Total Lead time VA 1/2 %
Kaizen Training Where’s the Time in Lead Time When we look at attacking the NVA Activities in the Timeline and compare that to the original timeline: This shows a 5X improvement in lead time Great Job!! Greatest Opportunities are actually here! NVA Time 95% of Total Lead time VA 5% Non-Value Added Time (NVA) 99% of Total Lead time Value Added Time (VA) 1%
Kaizen Training Different Types of Activities Being able to tell the difference between NVA and VA activities is an important step in the Improvement Process. Value Added Activity (VA)  An activity that changes raw material to meet customer expectations. Non Value Added  Activity (NVA)  Those activities that take time, or occupy space but do not add to the value of the product. You must ask yourselves “Would you as a customer be willing to pay for any NVA activity being performed to that NEW 4x4 Pickup you just ordered?”
Kaizen Training Some examples NVA Activities: Walking Waiting on machine cycle Transporting parts Generating useless reports THE GOAL IS TO ELIMINATE THE NON-VALUE ADDED ACTIVITIES. Unnecessary motion Unnecessary stock on hand
KAIZEN A definition: Destroy, in our minds, the concepts and techniques of manufacturing that we practice today. Create a vision of what our production system and manufacturing techniques should be. Carry out that Vision by breaking through the status quo. We must avoid the urge to discover more sophisticated and technological solutions to tasks we shouldn’t be doing at all.
Kaizen Training Basic Rules for Change Keep an open mind to change No such thing as a dumb question or idea  Avoid spending money (Capital expense should be a last resort) Think about how to do it, NOT why it can’t be done Maintain a positive attitude Don’t’ make excuses & question current practices Just do it!! Have Fun!!!
Kaizen Training The 5S Housekeeping Standards First Step towards Continuos Improvement The aim of 5S is to create an atmosphere to keep a clean, organized, safe and efficient workplace for everyone. The foundation for the practice of  5S, comes from a Japanese program derived from these words,  seiri, seiton, seiso, seiketsu   and  shitsuke .  The 5S’s are a conventional approach towards maintaining and improving the work place.  The following words have been chosen for the 5S acronym’s. Sort Sustain Sanitize (Safety) Straighten Sweep
Kaizen Training Meaning of the 5S’s Sort Straighten Sweep (Scrubbing clean) Examine everything at the workplace & identify what is needed and what can be discarded Organizing the way things are put away with efficiency, quality, and safety in mind.  Need to decide where and how things should be put away and what rules should be obeyed to insure that it is maintained.  Sweeping, scrubbing and cleaning of the building, machines, fixtures & tools so that all areas of the workplace are neat & tidy.  This leads to early detection of mechanical problems before they become major breakdowns. Machines cry!
Kaizen Training Sanitize  (Safety) Sustain (Standardize) Meaning of the 5S’s Insuring that each workplace is properly designed for safety.  This is to protect every member from the dangers during the performance of their assigned tasks. Developing the practice necessary to continually participate in the 5S process.  This requires that each of the S’s become a personal habit.  This is the most difficult of the 5S’s, but it is the most important factor in achieving long term success.  Establishing routines and procedures for maintaining and improving on the first four (S’s), incorporating visual management tools.
Kaizen Training WASTE
Kaizen Training Do MORE with LESS Waste Productivity Staffing Productivity
SHIFT MINDSET CURRENT THINKING REQUIRED  THINKING WASTE NOT DEFINED REACT TO LARGE EXAMPLES REACTIVE IMPROVEMENT WASTE IS "TANGIBLE” IDENTIFY MANY SMALL OPPORTUNITIES -LEADS TO LARGE OVERALL CHAGE CONTINUOUS IMPROVEMENT WASTE TYPES  OF WASTE Correction Processing Motion Waiting Inventory Transportation Over-  Production
1.  Transportation  - Transporting   1.  Transportation  - Carrying  farther than necessary or   Tools to Point of Use temporarily locating, filing, stacking and moving parts (people, paper, information) is waste. 2.  Correction  - Doing something  2.  Correction  - Redo an Activity over is waste.   Because of Error  3.  Overproduction  - Generating  3.  Overproduction  - Number of  excess paper or information, or  Copies generating information or paper too soon in a process is waste.  Definition  Example ELEMENTS OF WASTE
4.  Motion  - Unnecessary work  4.  Motion  - Tools in drawers movements are a form of waste. 5.  Waiting  - Waiting for people,  5.  Waiting  - Meetings to start  paper and information is waste -  it stops work. 6.  Inventory  - Too much of  6.  Inventory  - Supplies anything is waste. 7.  Processing  - this is waste in  7.  Processing  - Typed when the process itself.  Redundant  handwritten would be  activities   sufficient Definition  Example ELEMENTS OF WASTE
Kaizen Training Standards Enforce Inspect . Stabilize Identify Waste Improve Problem Solve Standardize ,[object Object],[object Object],[object Object],- Following standards  will  only maintain, not improve, the process. - Improvement focuses on the entire process.
 
 
 
 
 
TQM 1- Pareto chart      2- Histogram       3- Fish Bone      4- Flow Chart       5-Check points    6- Scatter Diagram       7- Control Charts 8- Activity Network Diagram      9- Affinity diagram      10- Interrelationship Diagram      11- Matrix Diagram       12- Priorities Matrix      13- Process Decision  14- Tree Diagram PROCESS 15- Root cause analysis      16- Five Whys      17- PDCA-PDSA      18- SIPOC      19- FMEA   INNVATION & CREATIVITY 1- Creative thinking      2- Brainstorming      3- Mind Mapping      4- Analogies     5- Lateral thinking      6- Triz      7- SCAMPER LEAN SIX SIGMA 1- Anova                     2- balanced-scorecard               3- Capability   4-Chi-Square                        5-Kanban                        7-Mistake-proofing                    9-One-Piece-Flow   10-Priorities-matrix                                              11-Quick-Changeover 12-project-selection                  13-Regression                           17-Statistical-Process-Control                                             19-Total-Productive-Maintenance                      
Thank You Please visit  http://anubhamaurya.blogspot.com/

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Tqm tpm kaizen

  • 2.
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  • 5. Total Quality Management (TQM) is a management strategy aimed at embedding awareness of quality in all organizational processes.
  • 6. TQM requires that the company maintain this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations.
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  • 9. Evolution of quality Era 1900 1920 1940 1960 1980 1990 2000 Craftsman Foreman Inspection SQC TQC TQM TQC &CWQC Co-wide quality control Evolution Years
  • 10. Evolution of quality –Means & Focus 1975 1980 1985 1990 1995 2000 Operation Customers Innovations Quality of Work life Quality Circle Productivity Employee Involvement Quality Employees Empowerment Total Quality Self Directed Teams TQC/TQM Self Directed/ Managed Teams
  • 12. Umbrella Model of TQM SPC JIT TEI Kaizen Quality Assurance Problem- Solving tools Customer Satisfaction Taguchi Methods
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  • 18. QUALITY GURUS - American
  • 19. QUALITY GURUS - Japanese
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  • 21. Chain Reaction Improve Quality Provide jobs and more jobs Costs decrease because of less rework, fewer mistakes, delays, better use of time & materials Productivity Improves Stay in business Capture market with better quality and price
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  • 38. PRODUCT PROCESS SYSTEM PEOPLE LEADERSHIP FIVE PILLARS OF TQM Effectiveness Hard Aspect Suitability Soft Aspect Confluence
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  • 44. 4. Eight major pillars of TPM Education and training Safety and environmental management Autonomous Maintenance Planned Maintenance Equipment and process improvement Early management of new equipment Process quality management TPM in the office
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  • 48. 4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.1. Equipment losses Downtime loss Speed loss Quality loss Equipment failure / breakdowns Set-up / adjustments Minor stopping / idling Reduced speed Process errors Rework / scrap
  • 49. 4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.2. Manpower and material losses Manpower losses Material losses Cleaning and checking Waiting instructions Waiting quality confirmation Material yield Energy losses Waiting materials Consumable material losses
  • 50.
  • 51. 4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.3 Overall Equipment Effectiveness (OEE) Overall Equipment Effectiveness = Availability x Performance x Quality Yield Availability Downtime loss Speed loss Performance Quality Yield Quality loss
  • 52. 4. Eight major pillars of TPM 4.2. Equipment and process improvement 4.2.3 Overall Equipment Effectiveness (OEE) Overall Equipment Effectiveness = Availability x Performance x Quality Yield Availability = time available for production - downtime time available for production Performance = ideal cycle time x number of parts produced operating time Quality Yield = total number of parts produced - defect number total number of parts produced
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  • 60. 5. TPM Implementation 12 steps Preparation Kick-off Implementation Announcement to introduce TPM Introductory education campaign for the workforce TPM Promotion (special committees) Establish basic TPM policies and goals Preparation and Formulation of a master plan Develop an equipment management program Develop a planned maintenance program Develop an autonomous maintenance program Increase skills of production and maintenance personnel Perfect TPM implementation and raise TPM levels Stabilization Develop early equipment management program Invite customers, affiliated companies and subcontractors
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  • 82. Production Decisions Which method? Type of Product One-Off Order? Mass Market product? Batch? Market size and Segment Factor Costs – Land, Labour and Capital Complexity of design
  • 83.
  • 84. Production Methods Which is more efficient? Operation 1 2 3 4 5 6 7 8 9 10 11 Finished Product
  • 85. Production Methods Operation 1 1a 1b 1c 1d 2a 2b 2c 3a 3b 3c 3d 4 Finished product Or this?
  • 86. Production Methods Or this? Cell 1 Cell 2 Cell 3 Finished Product Finished Product Finished Product
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  • 91. Kaizen Training COMPETING IN THE MARKETPLACE “ What factors are important to the customer?” John Deere - Supplier Development
  • 92. Kaizen Training TIME: The single best indicator of competitiveness Customer Lead Time / Delivery Time Working to reduce or minimize each of these times can make your company more valuable to both its internal and external customers. Set-up or Change-over Time Product Development Time Manufacturing Cycle Time
  • 93. Kaizen Training Shrinking Lead Times Reducing the overall time from receiving the order to delivering the product makes your company more responsive to the customer. This can become the deciding factor when the customer makes their selection. As can be seen, manufacturing is only one part of the entire process. Inputting, processing, and issuing orders is an area for improvement, as well as, assembly, loading and delivery to the customer` Order Lead Times Manufacturing Lead Times Delivery Lead Times Manufacturing Lead Times Order Lead Times Delivery Lead Times
  • 94. Kaizen Training Where’s the Time in Lead Time This timeline represents an overall lead-time, with very little time spent on adding value to the product. Improvement Efforts Concentrated on reducing VA time, with no attention given to NVA. Results of Common Improvement efforts, did not improve response time. VA time is reduced, but, the costs for those improvements in lead time was substantial. Common Non-Value Added Time (NVA) 99% of Total Lead time Value Added Time (VA) 1% Non-Value Added Time (NVA) 99% of Total Lead time VA 1/2 %
  • 95. Kaizen Training Where’s the Time in Lead Time When we look at attacking the NVA Activities in the Timeline and compare that to the original timeline: This shows a 5X improvement in lead time Great Job!! Greatest Opportunities are actually here! NVA Time 95% of Total Lead time VA 5% Non-Value Added Time (NVA) 99% of Total Lead time Value Added Time (VA) 1%
  • 96. Kaizen Training Different Types of Activities Being able to tell the difference between NVA and VA activities is an important step in the Improvement Process. Value Added Activity (VA) An activity that changes raw material to meet customer expectations. Non Value Added Activity (NVA) Those activities that take time, or occupy space but do not add to the value of the product. You must ask yourselves “Would you as a customer be willing to pay for any NVA activity being performed to that NEW 4x4 Pickup you just ordered?”
  • 97. Kaizen Training Some examples NVA Activities: Walking Waiting on machine cycle Transporting parts Generating useless reports THE GOAL IS TO ELIMINATE THE NON-VALUE ADDED ACTIVITIES. Unnecessary motion Unnecessary stock on hand
  • 98. KAIZEN A definition: Destroy, in our minds, the concepts and techniques of manufacturing that we practice today. Create a vision of what our production system and manufacturing techniques should be. Carry out that Vision by breaking through the status quo. We must avoid the urge to discover more sophisticated and technological solutions to tasks we shouldn’t be doing at all.
  • 99. Kaizen Training Basic Rules for Change Keep an open mind to change No such thing as a dumb question or idea Avoid spending money (Capital expense should be a last resort) Think about how to do it, NOT why it can’t be done Maintain a positive attitude Don’t’ make excuses & question current practices Just do it!! Have Fun!!!
  • 100. Kaizen Training The 5S Housekeeping Standards First Step towards Continuos Improvement The aim of 5S is to create an atmosphere to keep a clean, organized, safe and efficient workplace for everyone. The foundation for the practice of 5S, comes from a Japanese program derived from these words, seiri, seiton, seiso, seiketsu and shitsuke . The 5S’s are a conventional approach towards maintaining and improving the work place. The following words have been chosen for the 5S acronym’s. Sort Sustain Sanitize (Safety) Straighten Sweep
  • 101. Kaizen Training Meaning of the 5S’s Sort Straighten Sweep (Scrubbing clean) Examine everything at the workplace & identify what is needed and what can be discarded Organizing the way things are put away with efficiency, quality, and safety in mind. Need to decide where and how things should be put away and what rules should be obeyed to insure that it is maintained. Sweeping, scrubbing and cleaning of the building, machines, fixtures & tools so that all areas of the workplace are neat & tidy. This leads to early detection of mechanical problems before they become major breakdowns. Machines cry!
  • 102. Kaizen Training Sanitize (Safety) Sustain (Standardize) Meaning of the 5S’s Insuring that each workplace is properly designed for safety. This is to protect every member from the dangers during the performance of their assigned tasks. Developing the practice necessary to continually participate in the 5S process. This requires that each of the S’s become a personal habit. This is the most difficult of the 5S’s, but it is the most important factor in achieving long term success. Establishing routines and procedures for maintaining and improving on the first four (S’s), incorporating visual management tools.
  • 104. Kaizen Training Do MORE with LESS Waste Productivity Staffing Productivity
  • 105. SHIFT MINDSET CURRENT THINKING REQUIRED THINKING WASTE NOT DEFINED REACT TO LARGE EXAMPLES REACTIVE IMPROVEMENT WASTE IS "TANGIBLE” IDENTIFY MANY SMALL OPPORTUNITIES -LEADS TO LARGE OVERALL CHAGE CONTINUOUS IMPROVEMENT WASTE TYPES OF WASTE Correction Processing Motion Waiting Inventory Transportation Over- Production
  • 106. 1. Transportation - Transporting 1. Transportation - Carrying farther than necessary or Tools to Point of Use temporarily locating, filing, stacking and moving parts (people, paper, information) is waste. 2. Correction - Doing something 2. Correction - Redo an Activity over is waste. Because of Error 3. Overproduction - Generating 3. Overproduction - Number of excess paper or information, or Copies generating information or paper too soon in a process is waste. Definition Example ELEMENTS OF WASTE
  • 107. 4. Motion - Unnecessary work 4. Motion - Tools in drawers movements are a form of waste. 5. Waiting - Waiting for people, 5. Waiting - Meetings to start paper and information is waste - it stops work. 6. Inventory - Too much of 6. Inventory - Supplies anything is waste. 7. Processing - this is waste in 7. Processing - Typed when the process itself. Redundant handwritten would be activities sufficient Definition Example ELEMENTS OF WASTE
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  • 114. TQM 1- Pareto chart      2- Histogram      3- Fish Bone      4- Flow Chart      5-Check points   6- Scatter Diagram      7- Control Charts 8- Activity Network Diagram      9- Affinity diagram      10- Interrelationship Diagram      11- Matrix Diagram      12- Priorities Matrix      13- Process Decision 14- Tree Diagram PROCESS 15- Root cause analysis      16- Five Whys      17- PDCA-PDSA      18- SIPOC      19- FMEA INNVATION & CREATIVITY 1- Creative thinking      2- Brainstorming      3- Mind Mapping      4- Analogies     5- Lateral thinking      6- Triz      7- SCAMPER LEAN SIX SIGMA 1- Anova                    2- balanced-scorecard              3- Capability 4-Chi-Square                       5-Kanban                       7-Mistake-proofing                   9-One-Piece-Flow 10-Priorities-matrix                                             11-Quick-Changeover 12-project-selection                 13-Regression                          17-Statistical-Process-Control                                            19-Total-Productive-Maintenance                     
  • 115. Thank You Please visit http://anubhamaurya.blogspot.com/