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1. ANUBHA WALIA QUALITY IN LIFE

3. TOTAL QUALITY MANAGEMENT T Q M

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.

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

11. Kano’s Model

12. Umbrella Model of TQM SPC JIT TEI Kaizen Quality Assurance Problem- Solving tools Customer Satisfaction Taguchi Methods

18. QUALITY GURUS - American

19. QUALITY GURUS - Japanese

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

35. MANAGING QUALITY

37. STRATEGIC QUALITY MANAGEMENT

38. PRODUCT PROCESS SYSTEM PEOPLE LEADERSHIP FIVE PILLARS OF TQM Effectiveness Hard Aspect Suitability Soft Aspect Confluence

39. TOTAL PRODUCTIVE MAINTENANCE T P M

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

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

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

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

76. Production Methods & Kaizen

77. Production Methods & Kaizen

78. Production Methods

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

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

88. Kaizen (Continuous Improvement)

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.

103. Kaizen Training WASTE

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

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

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