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Hul tqm case ppt


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Hul tqm case ppt

  1. 1. Presented By:Ankur Dubey, Rajesh Kumar, Bhanu Ayush, DEEPAK GAUTAM, Saddam Husain, Rohit
  2. 2. PROFILE Type Description Industry Fast moving consumer goods , public sector Founded 1933 Head quarters Mumbai, India Key people Harish manwani(CHAIRMAN), Nithin Paranjpe (CEO managing director) Products Home and personal care, foods and water purifier Revenue Rs 25,206 crs (Financial Year 2012-2013) Employees Over 65,000 direct and indirect employees Parent Unilever plc
  3. 3. BRIEF INTRODUCTION HUL was formed in 1933 as Lever Brothers India Limited and came into being in 1956 as Hindustan Lever Limited through a merger of Lever Brothers, Hindustan Vanaspati Mfg. Co. Ltd. and United Traders Ltd. Hindustan unilever limited is India’s largest fast moving consumer goods company, touching the lives of two out of three Indians with over 20 distinct categories in home & personal care products and food & beverages. HUL is also one of the country's largest exporters; it has been recognised as a Golden Super Star Trading House by the Government of India. It’s annual sales of €51 billion in 2012, Unilever has about 52% shareholding in HUL.
  4. 4. It is headquartered in Mumbai, India and has an employee strength of over 16,000 employees and contributes for indirect employment of over 52,000 people. The company was renamed in June 2007 to “Hindustan Unilever Limited”. In 2007, Hindustan Unilever was rated as the most respected company in India for the past 25 years by Business world, one of India’s leading business magazines. Hindustan Unilever's distribution covers over 1 million retails outlets across India directly and its products are available in over 6.3 million outlets in India, i.e., nearly 80% of the retail outlets in India. It has 39 factories in the country.
  5. 5. Introduction Jipm bestowed its jipm excellence awards on hindustan lever limited(HLL) sumerpur, chindwara, yavatmal, and silvassa plants. At silvassa factories worn out machine parts are not tossed out to the trash can as in other factory. Changeover time has been reduced to 25 – 30 minutes, which result in enhancement of the skills of workers. Whenever the need arises for new machine, a team of employees is sent to the manufacturer to suggest design according to the requirement.
  6. 6. Outsourcing production to third parties. Implementation of TPM at various factories of HLL, resulted in returns that are 8 to 12 times investment in the past 3 years. Each worker of the factory belongs to at least one these circles. Intellectual pool has helped HLL to make intelligent deviations from some of the norms setup by JIPM. HLL has created seven to eight knowledge management teams.
  7. 7. TOTAL PRODUCTIVE MAINTENANCE 1. Increase production while, at the same time, increasing employee morale and job satisfaction. 2. Hold emergency & unscheduled maintenance to a minimum.
  8. 8. Why we need TPM ? The major objectives of the TPM are listed as under 1. Avoid wastage in quickly changing environment. 2. Reduce Cost of Manufacturing. 3. Produce a low batch quantity at the earliest possible time. 4. Goods send to Customers must be “ non – defective”
  9. 9. PILLARS OF TPM JISHU HOZEN KOBETSU KAIZEN Planned Maintenance Quality Maintenance Training Office TPM Safety , Health & Environment 5S SEIRI SEITON SEISO SHITSUKE SEIKETSU
  10. 10. 5S TPM starts with 5S. Problems can not be clearly seen when the workplace is unorganized. JISHU HOZEN developing Operators to be able to take care of small maintenance tasks KAIZEN Kaizen is for small improvements, but carried out on a continual basis PLANNED MAINTENANCE With planned maintenance, we evolve an effort from a reactive to a proactive method and use trained maintenance staff to help train the operators to better maintain their equipment.
  11. 11. QUALITY MAINTENANCE It is aimed towards customer delight through highest quality through defect free manufacturing. TRAINING Education is given to operators to upgrade their skill. OFFICE TPM TPM must be flowed to improve productivity, efficiency in the administrative function and identify eliminate losses.
  12. 12. 1) Why has the TPM programme at HLL overshadowed all other programmes such as TQM? Ans. As the main aim of both programs is to improve efficiency and productivity where as TQM is quality oriented and TPM is equipment oriented— a) save ideal time which increase productivity b) Did not need to further improve in quality c) Earning benefits by no. of products not by quality d) For TQM, may increase cost and implementation time
  13. 13. 2)How do you think HLL would have overcome barriers created by trade unions during the introduction of TPM in the organization? Total employee involvement. Establish sense of ownership. Most effective approach – obtaining views and ideas at early phase of implementation. Cultural transformation- implementing team who is responsible for managing change, motivation and effective communication. Training and education.
  14. 14. 3) Deviating from the norms of JIPM may result in HLL disqualified for the JIPM awards in the future. Give your views? Ans. Motive of all JIPM type company is to give best suitable technique which increase company productivity not to form strict norms.  As ultimate goal of HLL is to improve efficiency and effectiveness by  Improve equipment effectiveness  Achieve autonomous maintenance  Plan maintenance  Train all staff in relevant maintenance skills  Achieve early equipment management  5S  Quality maintenance  Office TPM In addition if HLL brings some other norms to improve efficiency and effectiveness this will bring modification values in JIPM norms, So they must be awarded.