1. PRESENTATION
ON
TQM, 5S, KAIZEN, JIT, KANBAN,
POKA YOKE
DEPARTMENT OF MECHANICAL ENGINEERING
AMRUTVAHINI COLLEGE OF ENGINEERING, SANGAMNER
2011-2012

2. TOTAL QUALITY MANAGEMENT (TQM)
 ‘Total’ : Made up of whole
 ‘Quality’ : Degree of excellence
 ‘Management’ : Act of handling, controlling, directing, staffing an
organisation.
 “Maximum user satisfaction at minimum cost”
 “TQM is both a philosophy and a set of guiding principles that represent the
foundation of a continuously improving organisation.”
 Quality is determined by the combined efforts of various departments such as
design, process planning, engineering, purchase, production and inspection.
 The golden rule of TQM “Do unto others as you would have do unto you”.

3. TOTAL QUALITY MANAGEMENT (TQM)

4. TOTAL QUALITY MANAGEMENT (TQM)
ELEMENTS OR PILLARS OF TQM
1) Top 6) Continuous
Management’s improvement
commitment to 7) Measurement of
quality performance
2) Customer focus 8) Benchmarking
of the
9) Teams
organisation
10) Inventory
3) Employee
Management
improvement
and 11) Communication
empowerment 12) Quality Costs

5. TOTAL QUALITY MANAGEMENT (TQM)

6. TOTAL QUALITY MANAGEMENT (TQM)
QUALITY Prior To TQM With TQM
ELEMENTS
1) Definition Product oriented Customer focused
2) Priorities Second to service and cost First to service and cost
3) Decisions Short term Long term
4) Emphasis Detection Prevention
5) Errors Operation System
6) Responsibility Quality control Every one
7) Problem Solving Managers Teams
8) Procurement Price Life cycle cost,
based on partnership
9) Manager’s role Plan, assign, control and Delegate, coach,
enforce facilitate and mentor

7. TOTAL QUALITY MANAGEMENT (TQM)

8. 5-S
“5 S is a technique that results in a well-organized workplace
complete with visual controls and order.”
 Developer- „Iwao Kobayashi‟
 Sort (SEIRI) : Clear unnecessary items from work area.
 Straighten/Set in order (SEITON) : Organize work area in
an orderly manner.
 Shine (SEISO) : Clean work area.
 Standardize (SEIKESTU) : Maintain work area cleanliness.
 Sustain (SHITSUKE) : Maintain self-discipline in work
area.

9. 5-S
 There’s no second chance to make the first impression

10. 5-S
TOYOTA ASSEMBLING PLANT

11. 5-S
OBJECTIVE
 Increase the Storing places.
 Create and preserve
standards.
 Reduce unproductive times.
 Readjust the location.
 Reduce the document search
time with 20%.

12. 5-S
SORT (SEIRI) SWEEP (SEISO)

13. 5-S
STRAIGHTEN (SEITON): TOYOTA ENGINE ASSEMBLY LINE

14. 5-S
SCHEDULE (SEIKESTU) SUSTAIN (SHITSUKE)

15. 5-S

16. 5-S
BENEFITS OF IMPLEMENTATION
 It reduced the idle time & fatigue to workers.
 Reduction of wastage of material
 Improvement in quality & Productivity
 Punctuality, commitment & discipline
 Improved effectiveness of employees
 Reduction in Non- Value-Added Activities
 Following cost gets decreased-
 Record keeping & administrative cost
 Deterioration cost
 Handling cost

17. KAIZEN
 „KAI „: Change ; „ZEN‟ : Better
 „Changes for better‟ or „ Continous Improvement‟
 Masaaki Imai – developer of Kaizen
 “Kaizen is a Japanese word for the phylosophy, that defines
management’s role in continously encouraging & implementing
small improvement involving everyone.”
 Kaizen makes the process more efficient , effective and adaptable.
 Kaizen focuses on simplication of complex process by breaking them
down into their sub-process and then improving them

18. KAIZEN
MANUFACTURING OBJECTIVES

19. KAIZEN
Key Elements of Kaizen foundation of Kaizen
 Quality  Team Work
 Effort  Personal
 Involvement of Discipline
all employees  Improved
 Willingness to Morale
Change  Quality Circles
 Communication  Suggestions For
Improvement

20. KAIZEN
JOB FUNCTIONS AS PERCIEVED BY JAPANESE MANAGERS

21. KAIZEN
KAIZEN IMPROVEMENT FOCUSES ON
 Value added & non-value  Documentation of standard
added work activities. operating procedures
 Muda: wastes  5-S frame work
1. Over Production  Better Communication through
2. Delay visual displays- posters, bulletins.
3. Transportation  Just In Time Principles
4. Inventory
 Poka – Yoke : to prevent or
5. Defective Parts detect errors
6. Wasted Motion
 Team Effort on Problem solving,
7. Processing
conflict reduction &
 Principles of Material communication.
Handling

22. KAIZEN
KAIZEN : SMALL
SUGGESTIONS
•Work Improvement
•Environment Improvement
•Process Improvement
•Machine capability
Improvement
•Quality Improvement
•Customer Service
Improvement
An example of a Kaizen type improvement would be
the change in color of a welding booth from black to
white to improve operators visibility

23. KAIZEN

24. JUST IN TIME (JIT)
 “JIT is manufacturing philosophy that produces necessary units, with the
required quality, in the necessary quantities, at the last safe moment.”
 Eliminates waste of time, labour and storage space.
 It’s a “pull” system of production: actual orders provide a signal when to
manufacture.
 Non-value-adding activities are removed for the purposes of :
 Reducing Cost
 Improving Quality
 Improving Performance
 Improving Delivery Adding Flexibility
 Increase innovativeness

25. JUST IN TIME (JIT)

26. JUST IN TIME (JIT)
Advantages of JIT Limitations of JIT
 Reduction in storage  Little room for
space mistakes
 Less working  Production is very
capital reliant on
 Less likelihood of suppliers
stock perishing  No spared finished
 Avoids the build up product to meet
of unsold finished the expected
product demand

27. KANBAN
„KAN‟ : Card ; „BAN‟ : Signal
Japanese term for "visual record”
Coined by : Taiichi Ohno
The Kanban card is “A message that signals depletion of
product , parts or inventory that when received will
trigger replenishment of that product, part or inventory.”
Bernstein identifies as “a highly efficient and effective
factory production system”.
No. of kanbans =

28. KANBAN
scanning bar codes and transmitting
electronic orders.
POURS is an innovative Web-based solution that streamlines the process,
training and support associated with inventory management.

29. POKA- YOKE
 „POKA‟ – „mistake‟ ; YOKERU – „Proofing‟
 Developer: Shigeo Shingo (1960)- The industrial engineers at Toyota.
 “Techniques that help operators avoid mistakes in their work caused by choosing the
wrong part, leaving out a part, installing a part backwards, etc”
 It provides instant feedback and prevention of quality problems
 It is a tool that is
 Mistake-proofing systems
 Does not rely on operators catching mistakes
 Inexpensive ‘Point of Origin inspection’
 Quick feedback 100% of the time
 This tool can be applied to any process, be it in manufacturing or the
service industry.

30. POKA- YOKE
Steps in applying Poka-
Causes Of Defects
Yoke
1. Poor procedures or standards. 1. Identify the operation or process
2. Machines. - based on a Pareto Analysis.
3. Non-conforming material. 2. Analyze the 5-whys and
understand the ways a process
4. Worn tooling.
can fail.
5. Human Mistakes.
3. Decide the right Poka-yoke
approach, such as using a,
Except for human mistakes these • Shut out Type: Preventing an
conditions can be predicted and error being made, or an
corrective action can be
• AttentionType: Highlighting
implemented to eliminate the
that an error has been made.
cause of defects.

31. POKA- YOKE
ERROR TYPES
i. Processing Error: Process operation missed or not performed per the
SOP.
ii. Setup Error: Using the wrong tooling or setting machine adjustments
incorrectly.
iii. Missing Part: Not all parts included in the assembly, welding, or other
processes.
iv. Improper part/item: Wrong part used in the process.
v. Operations Error: Carrying out an operation incorrectly; having the
incorrect version of the specification.
vi. Measurement Error: Errors in machine adjustment, test measurement
or dimensions of a part coming in from a supplier.

32. POKA- YOKE
EXAMPLES OF POKA- YOKE
3.5 inch diskettes Circuit breakers prevent The sink is fitted with
cannot be inserted electrical overloads and light sensors. These
unless diskette is the fires that result. When sensors ensure that
oriented correctly. the load becomes too the water is turned off
great, the circuit is broken in the sink.

33. THANK YOU…