Quality concepts manmohan10.2.10 fn&an

1,285 views
1,035 views

Published on

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,285
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
13
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Quality concepts manmohan10.2.10 fn&an

  1. 1. PRODUCTIVITY PYRAMID Profit Product Value Condition Q C D Production M M M Element M Improvement of 3M VisualMURI, MURA, MUDA Management 5S
  2. 2. KIND OF CUSTOMERS• EMPLOYEES• EMPLOYEE ‘S FAMILY• RETIRED EMPLOYEES• VENDORS• SUPPLIERS• CONTRACTORS• SERVICE PROVIDERS• DEALERS• AGENTS• CONSUMERS
  3. 3. KIND OF CUSTOMERS• SHARE HOLDERS• PROMOTERS• STAKE HOLDERS• CENTRAL GOVT.• STATE GOVT.• LOCAL ADMINISTRATION• POLITICIANS• LEGISLATION• BANKS
  4. 4. KIND OF CUSTOMERS• FINANCIAL INSTITUTIONS• MEDIA• ENVIRONMENT• SOCIETY AT LARGE• COLLABORATERS• INDUSTRIAL ASSOCIATIONS / PROFESSIONAL ASSOCIATIONS• CONSULTANTS• FRIENDS & COLLEAGUES IN SIMILAR BUSINESSES• FRIENDS & COLLEAGUES IN OTHER BUSINESSES
  5. 5. 5 S OVERVIEW CLEARING OR SORTING(SEIRI)MeaningDistinguish between the necessary and the unnecessary, and getting rid of what `you donot need.Aims• Establish criteria and stick to them in eliminating the unnecessary.• Practice stratification management to set priorities.• Be able to deal with the causes of dirtActivities• Eliminating the unnecessary.• Dealing with the causes of dirt.• Kaizen and standardization based on fundamentals.Principles• Stratification management and dealing with the causes.
  6. 6. Means… Segregate Necessary From Unnecessary Using The Following Table FREQUENCY OF USE GROUPING METHOD OF DISPOSAL (PERIOD OF QUEUEING) (CATEGORY)Used Less Than Once In A Year Not Used Throw AwayUsed About Once Every Six Used Infrequently Store In A Distant SpotMonths To a YearUsed About Once In Two To Six Organize And Keep InMonths Used Sometimes Work PlaceUsed About Once a MonthUsed About Once A Week Keep HandyUsed Once A Day Used Often Keep NearbyUsed All The Times Keep Identifiable
  7. 7. ORGANISING ( SEITON)Meaning• Establish a neat layout so you can always get just as much of what you need when you need it.Aims• A neat looking workplace.• Efficient ( including quality and safety) layout and placement.• Raising productivity by eliminating the waste of looking for things.Activities• Functional storage based upon the 5W’s and the 1H.• Allocate place for each and every item.• Arrange visuals to identify items and locations• Establish easy replacement methodsPrinciples• Functional storage and eliminating the need to look for things.
  8. 8. CLEANING (SEISO)Meaning• Eliminating trash, dirt, and foreign matter for a cleaner workplace.• Cleaning as a form of inspection.Aims• A degree of cleanliness corresponding to your needs. Achieving zero grime and zero dirt• Finding minor problems with cleaning inspections.• Understanding that cleaning is inspecting.Activities• Establishing standard cleaning Procedures• Arranging cleaning tools for each and every place• Preventing the dirt at the source itself.• Inspecting equipment and remedial action.Principles• Cleaning is for inspection, elimination of breakdown and defects
  9. 9. STANDARDIZATION ( SEIKETSU)Meaning• Keeping things organized, neat, and clean, even in personal and pollution related aspects.Aims• Management standards for maintaining the 5S’s.• Innovative visible management so that abnormalities show up.Activities• Innovative visual controls.• Early detection and early action devices.• Manuals for maintaining standardization.• Color Coding.Principles• Visual management and 5S standardization
  10. 10. DISCIPLINE (SHITSUKE)Meaning• Doing the right thing as a matter of course.Aims• Full participation in developing good habits and follow the rules.• Communication and feedback as daily routine.Activities• Five- minute 5S.• Communication and Feedback.• Individual responsibility.• Practicing good habits.Principles• Habit formation and creating a disciplined workplace.
  11. 11. means SEIRI Sort out items and discard the unnecessary.5 QUESTIONS ABOUT SEIRI1. Do you find items scattered in your workplace?2. Are there boxes, papers and other items left in a disorganized manner?3. Are there equipment and tools placed on the floor?4. Are all items sorted out and place in designated spots?5. Are tools and stationary properly sorted and stored? means SEITON A place for everything, everything in its place5 QUESTIONS ABOUT SEITON1. Are passage ways and storage places clearly indicated?2. Are commonly used tools and stationary 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?
  12. 12. means SEISO Clean your workplace thoroughly.5 QUESTIONS ABOUT SEISO1. Are the floor surfaces dirty?2. Are machines and equipment dirty?3. Are wires and pipes dirty or stained?4. Are machine nozzles dirtied by lubricants and ink?5. Are shades, light bulbs and light reflectors dirty? means SEIKETSU Maintain a standard.5 QUESTIONS ABOUT SEIKETSU1. Is anyone’s uniform dirty or 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?
  13. 13. 10. SUGGESTION FORM a. Suggestion form – to be prepared by coordinator b. Suggestion box in each floor – action by coordinator c. Scrutinizing the suggestions – action by coordinator d. Approving the suggestions and awarding – action by coordinator e. Implementing the approved suggestions – action by zone leader11. INTERNAL AUDIT FORM a) Preparation of internal audit form – Action by team leader b) Preparation of audit schedule – Action by coordinator c) Internal auditing and report – Action by team leader d) Correction work P-D-C-A and feedback – Action by zone leaderSHITSUKE13. 5 S CORNER a) Allocating space – action by coordinator b) Preparation of display stands - action by coordinator c) Furnishing the area - action by coordinator d) Collection and displaying the photos, charts and information - action by coordinator14. TREND CHARTS a) Collection of audit scores from team leaders - action by coordinator b) Preparation of trend charts for each zone and for each unit.
  14. 14. BEST 5S PRACTICES1S- SEIRI (Clearing the unwanted items) Name Team Zone Tasks : a) Sorting the list of items / documents available in your workplace b) Identify any EXCESS items c) Identify any RED TAG (Good condition but not in current use) items d) Identify any DAMAGED items e) Identify any USED CONSUMABLES Disposal action : a) Excess Items - to separate storage area (earmark storage area) b) Red Tag items - to Red Tag area ( earmark Red Tag area) c) Damaged items - to Value Yard ( earlier Scrap yard) d) Used Consumables - to disposal yardNo Unwanted item- Description Quantity Reason for Disposal NOT REQUIRED Area /yard
  15. 15. BEST 5S PRACTICES 2S – SEITON (Organizing the REQUIRED items) Name Team ZoneTasks: a) Sorting the required items in the workplace by function / subject. b) Identify PRIMARY item – Frequently used items c) Identify SECONDARY item –Less frequently used items Location codification : d) Identify STORAGE item – Rarely used itemsAllocating places: Location I.DNo a)Primary items – Very near to your hands 1 Table top b)Secondary items – Little away from your seat / working location 2 Table bottom (10 to 15 steps ) 3 Side rack top a)Storage items – Away from your working location 4 Table drawer-1Ensuring the items location: 5 Table drawer-2a) Primary item – One inch dia. circular sticker – Yellow colour 6 Table drawer-3b) Secondary item – One inch dia. circular sticker – blue colour 7 Side rack -insidec) Storage area - One inch dia. circular sticker – Green colour 8 Cupboard Numbersd) Marking lines for the storage areas 9 Record roome) Labeling / Numbering of the items 10 Stationary roomf) List of items available in the locations – to be displayed 11 Display board
  16. 16. BEST 5S PRACTICES 3S – SEISO (Cleaning for Checking) Name Team Zone Tools codification :: Tools- DescriptionTasks: I.D. No a)Create access for cleaning the places and items 1 Broom b)Identify the cleaning tools locations 2 Hand brush c)Making the cleaning tools locations area 3 Stick brush 4 Mobbing brush d)Identify the list of cleaning tools required with quantity 5 Vacuum cleaner e)Assess the quantity of dust with period 6 Compressed air f)Identify the source of dust 7 Pressurized water 8 Cleaning liquid g)Identify the dust preventing actions 9 Cleaning powder h)Identify the cleaning points in the location 10 Cleaning cloth i)Labeling / marking the cleaning points 11 Cleaning cotton waste
  17. 17. SESSION VIII• KAIZEN• KAIZEN MATRIX• KAIZEN UMBRELLA
  18. 18. KAIZEN Kai = change Zen = for the betterKaizen or Continuous Improvement
  19. 19. IMPROVEMENT MATRIXWHO K TOOLS INVESTMENT I S CS NOFT M QC LOCFT TOOLSSM L BPR HIGHTM NEW QC CAPITAL TOOLS SIX SIGMA
  20. 20. THE KAIZEN UMBRELLA KAIZEN• Customer orientation • Kanban•TQC (Total Quality Control) • Quality Improvement• Robotics • Just-in-time• QC Circles• Suggestion System • Zero defects• Automation • Small-group activities• TPM (Total Productive • Productivity Improvement Maintenance)
  21. 21. REFLECTIONSSl .No Learning from this module How am I going to apply this Learning in my job 1. 2. 3. 4. 5.
  22. 22. SESSION IX• LANGUAGE OF MONEY• COST OF QUALITY• MURI, MURA, MUDA• BILINGUAL• ELEPHANT
  23. 23. PROFITP=R -C ??
  24. 24. PROFIT• COST REDUCTION ????• WASTE REDUCTION• UNNECESSARY, UNWANTED, UNUTILISED
  25. 25. CASHCAN YOU BUY MONEY?
  26. 26. CASH TO CASH CYCLE CASH INVESTED FINANCERAW MATERIALS PAYMENT COLLECTED LESS INPUT PROCURED CUSTOMER INPUT LATER PURCHASE ADMINSTRATION MORE OUTPUT OUTPUT PRODUCTS & CUSTOMER SATISFIED SERVICES SOONERMANUFACTURED CUSTOMERMANUFACTURING RELATIONS PRODUCTS & SERVICES SOLD MARKETING
  27. 27. White Elephant must be eaten But Bite By Bite Step By Step Project By Project
  28. 28. BILINGUAL SENIOR AND TOP MANAGEMENT LANGUAGE OF MONEY MIDDLE TRANSLATE LOM LOT MANAGEMENT LANGUAGE OFWORK FORCE THINGS (LOT)
  29. 29. COST OF PREVENTION COST OF ACTIVITIES THAT KEEP FAILURE FROM HAPPENING. COST OFCONFORMANCE COST OF APPRAISAL COST INCURRED TO DETERMINE CONFORMANCE WITH CUSTOMER REQUIREMENTS AFTER THE WORK HAS BEEN COMPLETED. COST OF INTERNAL FAILURE COST OF CORRECTING PRODUCTS OR SERVICES WHICH DO NOT CONFORM TO INTERNAL CUSTOMER REQUIREMENTS OR ARE IDENTIFIED PRIOR TO DELIVERY AS NOT MEETING THE REQUIREMENTS OF EXTERNAL CUSTOMERS. COST OF NON- COST OF EXTERNAL FAILURECONFORMANCE COSTS TO CORRECT PRODUCTS OR SERVICES AFTER DELIVERY TO CUSTOMER COST OF EXCEEDING REQUIREMENTS COST OF PROVIDING INFORMATION OR SERVICES WHICH ARE NOT NECESSARY OR FOR WHICH NO REQUIREMENTS HAVE BEEN ESTABLISHED COST OF LOST OPPORTUNITIES COST OF LOST LOST PROFITS DUE TO THE COMPANY NOT SATISFYING OR BEING ABLE TO SATISFY, THEOPPORTUNITIES REQUIREMENTS OF EXTERNAL CUSTOMERS.
  30. 30. MEANING OF 3 MU’S (MURI, MUDA, MURA) Meaning 1. Being difficult to do. A job that is difficult to perform. 2. Doing forciblyMuri 3. Being unreasonable. Something where reason cannot be established. 1. Useless act 2. Unprofitable actMuda 3. Useless or unprofitable items or works etc 1. Not being uniform owing to dark or light color tones or difference in thickness of articlesMura 2. Not regular or uniform
  31. 31. MURI (Overburden)• Overburdening people or equipment.• This is in some respects on the opposite end of the spectrum from MUDA. MURI is pushing a machine or person beyond natural limits. Overburdening people results in Safety and Quality problems. Overburdening equipments causes breakdowns and defects.
  32. 32. MURI IN WORK• Work that needs force. (Muscle fatigue)• Unnatural posture (Posture-related fatigue)• Work that requires precaution (Nervous fatigue)• Unreasonable work (Environment-related fatigue)
  33. 33. MURA (Unevenness)• You can view this as the resolution of the other two M’s. In normal production system, at times there is more work than the people or machines can handle and at other times there is a lack of work. Unevenness results from an irregular production schedule or fluctuating production volumes due to internal problems, like downtime or missing parts or defects. MUDA will be a result of MURA. Unevenness in production levels means it will be necessary to have on hand the equipment, materials, and people for the highest level of production – even if the average requirements are much lower than that.
  34. 34. MURA IN WORK• Rushing type production model (evening production model, week-end production model, month-end production model) To eliminate production variation for weekly, daily or hourly production quantity.• Allocation of manpower (capability) and the work involved (load) are not balanced.• Unbalanced production capability among different processes.• Making too many in one go To produce necessary quantity of necessary items at necessary timing only.• Working is not rhythmical.
  35. 35. MUDA (Waste)• Non-value added.• The most familiar M includes the seven wastes. These are wasteful activities that lengthen lead times, cause extra movement to get parts or tools, create excess inventory, or result in any type of waiting.
  36. 36. MUDA IN WORK• Idle state (Waiting, Monitoring)• Walking operation (walking operation of one step or a few steps)• Work operation involving moving materials, components, tools etc. ( pick up and placing operations)• Work operation that originated due to some incomplete work ( Work operations associated with searching, correction, adjustment, removing stains etc.)• Work that delay other motions – Change in holding position, or re-positioning of material or components; counting or checking materials or components
  37. 37. MUDA OF CORRECTION MUDA OF WAITING MUDA OF PROCESSING MUDA OF TRANSPORTMUDA OF OVER PRODUCTION MUDA OF INVENTORY MUDA IN MOTION

×