Keynote presentation by S. Illango (Associate Vice President-TQM, SRF) titled “TQM Strategy for Continual Improvements – the SRF Way” at the 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011

1. TQM Strategy for Continual
Improvements – the SRF Way
3rd Continual Improvement
and Innovation Symposium
DQG, Dubai
S. Ilango
Associate Vice President - TQM
17th Nov 2011

2. Backbone of our TQM Journey
We are what we repeatedly do….
EXCELLENCE, therefore, is not an act but a
HABIT
- Aristotle
2

3. Contents of this Presentation
 About SRF
 The Deming Challenge
Early Phase: 1991-1999
Momentum Phase: 2000-2004
 TQM - for Continual Improvements
TQM Models
TQM Practices
 Results
3

4. About SRF
4

5. SRF – at a glance
A multi-business manufacturing entity
India, Thailand, UAE and South Africa
12 (nine in India)
800 million USD
5500 globally
75 countries
5

6. Products SRF Manufactures CB
Refrigerant Gases CMS
Yarn Griege Fabric
TTB EPB
Dipped Fabric EP - Chips
PFB
Packaging
Film
Belting Fabric Coated Fabric Fishnet Twine
6

7. Diverse applications
TTB CB PFB EPB
Touching your lives every day
7

8. Present in four countries
Bhiwadi Pantnagar
Kashipur
Gwalior
Dubai Dahej
Thailand
Indore
Thailand
Trichy
Business
TTB
Manali
CB
Port Elizabeth Gummidipoondi
PFB
EPB
8

9. Global Foot Prints for SRF Products
Meeting requirements of customers in more than 75 countries
9

10. SRF – Proud Winner of Deming Application Prize
10

11. The Deming Challenge
11

12. How TQM was chosen as SRF Management Way
How TQM was chosen
Negative forces Positive forces
Economic reforms
from 1991
Adverse union
relationship • Import of tyrecord fabric
• Possible closure
• QC Circles born 1981 and ended
1987
Opportunity to become
World class
Exposure to Denso
Low desire for change
of Management way TQM programme for
Top Management at JUSE
• Any way we are making good profit
TQM Way Chosen
12

13. TQM Introduction: Early Phase: 1991-99
JUSE Program – attended by TOP Management
Decision to adopt TQM
Creation of TQM Cell
Communication from Chairman
Design of TQM Frame Work
TQM Education
5S Training and Introduction
13

14. TQM Introduction: Momentum Phase: 2000-04
14 Elements of Quality
Quality First Approach Modernization - Technology
Breakthrough Equipment Design
5S, Kaizens
People Development and QCC and PSP
Involvement Maintenance Practices
People Red Book
Daily Management
Strengthening System Policy Management
Management Diagnosis
14

15. TQM – The SRF Way , for Continual Improvements
15

16. Continual Improvement Framework
Cherokee Wisdom
Design of TQM Frame Work
Management Diagnosis
Annual Planning
Improvement Hierarchy
Constant Training and Communication
People Participation Initiatives – Internal
People Participation Initiatives - External
ARC- Acknowledgement , Recognition and Celebrations
16

17. He who has a hundred miles to walk should reckon
ninety as half the journey.
Thank You

18. Transformation Model
Sensei
Master (Truth sayer)
Guru
Leap of
Faith
Cultural change
Action
Awareness
Attitude
Theory-in-use
— adapted from Don Wheeler
18

19. Message from the thenVice-chairman
Message from the then Vice-Chairman
1992 It is vital that SRF builds up its strengths and
becomes a world class company, able to
compete with the world’s best. TQM is a means
to that end.
The road to Total Quality will be a long
one, spanning many years. In fact, over
the next nine months, we are simply
going to prepare ourselves to
introduce TQM.
Arun Bharat Ram
(Chairman and
Managing Director)
19
19

20. Constant Training and Communication
5S Training Kaizen Training Program
Basic TQM Training Program
Control Points Training Program
AM Training Program PSP Training Program
Training
Action
20

21. Progress of 5S
Arrangement for all items
Gangway Markings
APC Training 5S Introduction – Mass Cleaning
View of Stores
Filing System
Factory – Internal View
5S – Coordinator’s training Factory External View
5S – Introduction of Trophies 5S Recognitions
21

22. 14 Dimensions of Quality
(Q3)
(Q0) (Q1)
(Q2) Sign off for
Upstream QA Product Product
Preparation for mass production mass
planning development
production
(Q6) (Q7)
Down stream (Q5) Physical Roll rating (Q8) Packing
(Q4)
QA (before Intermediate properties and logistics
supply) Vendor items
product
(Q11) (Q12)
(Q9) (Q10) Application Commercial (Q13)
Down steam Service service
Tyre Tyre Relationship
(after supply)
processability Performance
22

23. Quality First
Demonstrating Quality First:
Investing in Technology & Facilitates
Before Economic
Reforms,
Production
came
first
Technology Before Now
Yarn Conventional Spin draw
Education Weaving Shuttle Shuttle less
on
Quality First Dipping Multiple , Slow Single, High Speed
Power Elec Board Captive Power Plant
Shed Uncontrolled AC Conditioning
Flooring and
Old Epoxy Flooring
Roofing
“We believe in the principles of
Quality First and Market In…”
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24. Revolutionary Equipment Design
Twisting Machine Cabling Machine SADC Machine
Convert 2-stage
WACKY IDEA twisters uniquely to
single stage
Results
Cost: 25% of 285 parts • Half the lead time, waste rate, power
new twister converted cost, space, maintenance cost.
• Double the productivity
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25. Problem Solving Process
Impact of Improvement Gold
Silver
Blue
(Officers &
Supervisors)
Blue
(Workmen)
Problem: Local Business Process Business Unit
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26. Autonomous Maintenance
• Ownership of Machines People
• Daily Cleaning, Lubrication,
Abnormality Tagging and Minor
Corrections
• Knowledge on machine parts,
operation, process and inspection
Machine Machine
cleaning and cleaning and
Inspection Inspection
26

27. People Red Book
People Red Book
Diagnosis
and
Surveys
Preventive Action
Months
Corrective Action
Correction
Communication
People Red Book System
Work Related Treatment Related Admin Related Personal Problems
People Related Issues
27

28. Cherokee Wisdom
According to Cherokee tribal lore, there is an ancient formula for success :
• Clear intention : You must know what your purpose is and persist in its pursuit.
• Skillful means : You must have good methods and be skilled in their use.
• Affirmation : Your task must have integrity, it must not clash with fundamental
values, it needs support from the tribe and from your own heart.
Clear intention
Successful
work
Skillful means Affirmation
- From Peter Scholtes
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29. TQM Triangle
(Customer Focus)
Quality
Leadership
1. Mobilise everyone
to create value
for customers
2. Sense reality by
being at the
workplace
Systematic Improvement All one team
(Process Focus) (People Focus)
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30. SRF TQM FRAMEWORK
Our Own Unique TQM Framework
• Integrates Principles, Methods,
Systems and Tools
• Integrates Productive Maintenance
and Toyota Production System
• The Way We Do Think and Do
Things
• The Way We Manage
• The “Results” that
we want to achieve
“People satisfy customers efficiently.”
30

31. Diagnosis - Five Stage Capability Model
Vision
Hardware
Strategy
Structure
Software
Human ware
Business Results
Customers Shareholders Employees Society
31

32. Diagnosis - Five Stage Capability Model
How Effective
are systems Benchmarks are
for set for the rest
of the world
MIT? Breakthrough
improvement
and upstream
4
management are
Maintenance institutionalised
and continuous
improvement 3
are institutionalised
Basic conditions 2
are established
Basic conditions 1 A Happier World
required are
not present
0
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33. Planning Process
Vision
Inputs from Strategic Plans
Inputs from
Developments
Diagnosis
External
Annual Planning
Routine Plans + Breakthrough Plans
Financials
Communication of Plans at Various Levels
Hierarchy
of Reviews
Achievement Measurement
33

34. Improvement Hierarchy World Class R&D Facilities
Business Process
Re-Engineering,
Transformation,
Breakthrough
System Level Technology
Improvements
PSP Silver, Gold,
Process Level NPD
Improvements
QCC, PSP Blue,
Sub-Process Level TPM
Improvements
Activity Level
5S,AM, Kaizens
Improvements
34

35. Constant Training and Communication
Some of the key Topics:
• TQM Basics
• About Company , Products , Process, Customers , Suppliers
• 5S, Kaizens, QCC, AM
• PSP, Lean, TPM, DOE
• Knowledge and Skill Improvements
• Leadership, Team working
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36. Improvement Hierarchy
Kaizen Week QCC Day AM Day DM Week 5S Week
Plan 13-17th June 18-22nd July 17-21st Oct 14-18th Nov 23-27th Jan
Actual 13-17th June 18-22nd July 17-21st Oct
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37. Glimpses of External Competitions
• 80 external accolades during
2010-11
• Already 46 external accolades in
H1 of 2011-12
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