Quality management is the act of overseeing all activities and tasks needed to maintain a desired level of excellence. Quality management includes the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement.

1. AMIT SAHNI
 SIX SIGMA
 5S
 KAIZEN

4. Journey Of Excellence
Excellence thru
Inspection
Statistical
Process control
Total quality
management
Six sigma
Lean
Six sigma
1920 – 1940’s
1940 – 1960’s
1960 – 1980’s
1987 and
beyond
2000 and
beyond
Time and motion
studies by
FW Taylor
Using statistical
Techniques for
Reducing variability
Quality control by
Dr. Deming
Organization tuned
Towards quality
Quality assurance
Ishikawa and Crosby
Quality circles
Just in Time
TPM
TQC
Zero defects
BPR – hammer
customer
Lean manufacturing
Six sigma
Optimized flow from
the customer point of
view

5. History Of Six Sigma
 Established by Motorola in the 1980’s to overcome challenges
posed by Japanese companies.
 changes quality measurement from percentage to PPM.
 Motorola won the Malcol Baldrige National Quality Award
(MBNQA) twice in 1988 and 2002.
 Bill Smith known as father of Six Sigma

6. Variation And Defects Needs To Be Measured, Minimized
And Ideally Eliminated
 What gets Measured gets Focused
 What gets Focused gets Improved
 What gets Improved gets Recognized
 What gets Recognized gets institutional

7. What Is Six Sigma
 A systematic approach to process improvement.
 Processes can be related to design, manufacturing or
administrative functions.
 Tt involves the use of statistical tool and techniques to
analyses and improve processes.
 The relentless pursuit of variability reduction and defect
elimination

8. Lets Us Try Understand The Concept Of Six Sigma Using The Analogy Of A
Car Entering A Garage
Specification width
Range of values that the
customer
Can tolerate
Process width
Range of values that the
output of the process can
deliver
Can tolerate
Not with in our
control
Can be reduced by
quality
improvement

9. THE CONSISTENCY WITH WHICH THE PROCESS MEETS THE CUSTOMER
EXPECTATIONS DEPENDS ON THE DIFFERENCE BETWEEN THE WIDTH OF
GARAGE AND THE WIDTH OF THE CAR
If the width of the car is just slightly lesser
than the width of the garage, there is a good
chance of hitting the edges of car against the
garage walls,
Some customers will be dissatisfied since
the process output may go beyond customer
specifications.
If the width of the car is just much lesser
than the width of the garage, there is a
negligible chance of hitting the edges of car
against the garage walls,
customers will never be dissatisfied since
the process output will never go beyond
customer specifications.

10. A Six Sigma Process Is One In Which The Process Width Is Half The
Specification Width
The specification width is determined
based on the customers needs which can be
found out by understanding the
“voice of the customer”.
The process width is dependent on the
inherent capability of the process which
depends on the variability in the system
( process, people, place) and must be
determined by collecting a sample of
outputs of the process and measuring their
variation.
The measures of variation are “rang” and
“standard deviation”.

11. WHERE CAN SIX SIGMA BE APPLIED?
 six sigma can be applied to all company processes
 A distinction is often made between:
. Design application (Design For Six Sigma)
. Manufacturing application (Operational For Six Sigma)
. Administrative and service applications (transactional For
Six Sigma)

12. THE SIX SIGMA METRIC
𝜎 = sigma
Used in statistics as a measure of variation
Standard deviation
The central philosophy of 6 sigma is the reduction of
Variation in all our work processes

13. The Normal Distribution
The 3 sigma mentality means 2700 defectives per million!

14. THE 6 SIGMA METRIC
Specification limits Percent within Specification Mefects per Million
(centered distribution) (centered distribution)
±3𝜎 99.73 2700
±4𝜎 99.9937 63
±5𝜎 99.9994 0.6
±6𝜎 99.999999999 0.002

15. From 3 Sigma To 6 Sigma
Defects per million
2700
0.002

17. What Is 5S
5S is a system for organizing spaces so work can be performed
efficiently, effectively, and safely. This system focuses on putting
everything where it belongs and keeping the workplace clean,
which makes it easier for people to do their jobs without wasting
time or risking injury.
The term 5S comes from five
Japanese words:
 Seiri
 Seiton
 Seiso
 Seiketsu
 Shitsuke
In English, these words are:
 Sort
 Set in Order
 Shine
 Standardize
 Sustain
5S Translation

18. THE ORIGINS OF 5S
5S began as part of the Toyota Production System (TPS), the manufacturing method
begun by leaders at the Toyota Motor Company in the early and mid-20th century.
This system, often referred to as Lean manufacturing in the West, aims to increase the
value of products or services for customers. This is often accomplished by finding and
eliminating waste from production processes

19. BENEFITS OF 5S
 Reduced costs
 Higher quality
 Increased productivity
 Greater employee satisfaction
 A safer work environment

20. WHAT ARE THE 5S 'S?
The 5S concept might sound a little abstract at this point, but in reality it's a very
practical, hands-on tool that everyone in the workplace can be a part of.
5S involves assessing everything present in a space, removing what's unnecessary,
organizing things logically, performing housekeeping tasks, and keeping this cycle
going. Organize, clean, repeat.

21. SORT (1S)
The first step of 5S, Sort, involves going through all the tools, furniture, materials, equipment, etc. in a
work area to determine what needs to be present and what can be removed. Some questions to ask during
this phase include:
 Not Needed At All
 Needed But Not Now
 Needed But Not Here
 Needed But Not So Much Quantity
 Location
 Description
 Name of person applying the tag
 Date of application

22. RED TAG METHOD
A card containing detailed information of unwanted things with a given
time limit for further action to be taken.
To be used based on following questions:
 What is required?
 How much is required?
 When is it required?
 Where is it required?

23. Guideline For ‘Sorting’
 Obsolete: Parts (jig/tooling) not
required as the design has become
obsolete
 Defective: Parts can’t be used as it is
 Scrap
 Not in place: Kept at wrong place
 Unnecessary: Extra/not useful
Place for everything
And
Everything in its place.
SHADOW BOARD

24. How To Implement Systematic Arrangement
 Analyze status
 Decide which things will belong where
 Decide how they should be put away
 Get everybody to follow rules through indexing, labelling etc.

25. SET IN ORDER (2S)
Things to consider:
 Which people (or workstations) use which items?
 When are items used?
 Which items are used most frequently?
 Should items be grouped by type?
 Where would it be most logical to place items?
 Would some placements be more ergonomic
for workers than others?
 Would some placements cut down on
unnecessary motion?
 Are more storage containers necessary to keep
things organized?

26. BENEFITS OF ‘(2S)’
 Faster retrieval of things, result in elimination of
search time.
 Opportunity to correct the abnormalities faster as
visibility improves by system itself.
 Space saving by systematic arrangements.
 Efficiency of work improves as things are
available when thay are actually needed.

27. SHINE ‘(3S)’
If There Are Lesser Number Of Items Then There Is Less To Clean
Cleaning with meaning
Cleaning with inspection

28. STANDARDIZE‘(4S)’
Standardization or standardization is the process
of implementing and developing technical
standards based on the consensus of different
parties that include firms, users, interest groups,
standards organizations and governments
There are:
 Fix responsibilities for implementing and evaluating system.
 Integrate these responsibilities into routine work.
 Check how well the system is working and sustaining itself.

29. STANDARDIZE‘(4S)’

30. SUSTAIN ‘(5S)’
Process Of Sustainment
 Daily monitoring
 Improve ownership by allocating areas
 Using red tag campaigns
 Communicating visually through fixed point photographs
 Structured communication
 Continuous training of all employees
 Periodic audits at all levels
 Motivating through recognition

31. 5S – The Benefits
QUALITY COST DELIVERY SAFTY MOTIVATION
 Min. defects
 Min. rejects
 Min. customer
 complaints
 Min. costs of
materials
 Efficient
energy use
 Max.
utilization
 Optimum
trough put
 Deliver correct
qty.
 Deliver correct
rate
 No safety
 No
pollution
 Good working
environment
 ownership

33. KAIZEN – AN INTRODUCTION
Essentially meaning "continuous improvement", kaizen targets human
resources and processes so as to anchor an industry for long-term and
successful operation. Kaizen is a Japanese term coined in the period after
World War II when businesses were trying to cope with the effects of the
war.
"Kai" translates to the word "change",
and
"zen" means "good".
Masaaki lmai is
Know as the
Developer of kaizen

34. KAIZEN – AN INTRODUCTION
Kaizen is small incremental changes made for improving productivity
and minimizing waste
Everyone
EverywhereEveryday

35. THE PROCESS OF CONTINUOUS IMPROVEMENT IN THE
WORKPLACE
Continuous improvement is the process of
constantly making things better than they
were before. Kaizen can be defined as the
philosophy and practice of continuous
improvement. It refers to the practice
of looking for ways to improve work
processes on a regular basis. The practice
involves small, incremental changes rather
that large changes. With Kaizen, all people
within the organization look for possible
improvement opportunities, not just
managers or executives.

36. Without Kaizen
 No structure to the
improvement process; few set
procedures
 Goals are not defined or are
vague/difficult to measure
 Changes are made to processes
infrequently; little reflection on
their effectiveness
 No plan exists for
improvement; improvement is
haphazard
With Kaizen
 Consistent, ongoing process
of improvement takes place
 Improvement process has
clearly defined, measurable
goals
 Constant review of successes
occurs, and the improvement
process itself is evaluated
 Consistency of the process
leads to new, higher goals
KAIZEN

37. Benefits
 Smoother, more effective
processes
 Cleaner, safer workspaces
 Higher quality products
and/or services
 Lower costs
 Improved employee morale
and engagement
 Better customer service
Role of Management
 Looking for ways to
improve their own work
 Help maintain and
improve standards
 Provide goals or targets
for improvement
 Support actions with
evidence
KAIZEN

38. 7 Deadly Waste (Muda)
Waste:
 Waste that does not add value and is no necessary.
 Eliminate these activities.
(TIMWOOD)
 T – Transportation
 I – Inventory
 M –Motion
 W – waiting
 O – Over production
 O – Over processing
 D – Defects

39. 10 – GOLDEN RULES FOR KAIZEN
1. Don’t to justify the past – challenge fixed ideas
2. Be positive – think how things CAN be done, not why they CAN’T be done
3. Use data, not pet theories
4. Use wisdom not money
5. work smarter not harder
6. Set high standards
7. Correct failures immediately – 70% now is better than 100% never
8. Lead by example
9. A team is better than 1 expert – involve people
10. Identify the root cause.

40. Areas Of KAIZEN
1. Productivity improvement
2. Improvement in product/process quality
3. Improvement in system
4. Reduction in fatigue
5. Improvement in safety
6. Reduction in accident/incident
7. Reduction in movement
8. Reduction in waste
9. Reduction in duplication of work
10. Reduction in unwanted activity
11. Energy saving
12. Easiness of work
13. Reduction in paper work
14. Reduction in waiting
15. Reduction in searching time
16. Improvement in material traceability
17. Improvement in 5S